diff --git a/content/wiki/cooperative-foundations--applicant-interviews.md b/content/wiki/cooperative-foundations--applicant-interviews.md index b5145ec..c654ba9 100644 --- a/content/wiki/cooperative-foundations--applicant-interviews.md +++ b/content/wiki/cooperative-foundations--applicant-interviews.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Peer Support Playbook/Manual/Applicant Interviews parentDocument: Manual outlineId: 23eed4f9-23bf-4ddc-a584-a72a139e21d2 -updatedAt: '2026-03-09T15:51:41.188Z' createdBy: Jennie R.F. --- Part of your role as a Peer Support is helping us select the studios for each cohort. You'll be involved in second round interviews only - eileen and Jennie handle eligibility screening and first round interviews, including checking that all application materials are accessible and in order. diff --git a/content/wiki/cooperative-foundations--applicant-selection-process.md b/content/wiki/cooperative-foundations--applicant-selection-process.md index 61f63c0..ae89789 100644 --- a/content/wiki/cooperative-foundations--applicant-selection-process.md +++ b/content/wiki/cooperative-foundations--applicant-selection-process.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Applicant Selection Process parentDocument: null outlineId: 6150980a-76a9-4d2a-99d1-acab58e3847e -updatedAt: '2026-03-23T22:24:23.433Z' createdBy: Jennie R.F. --- * Background on our pipeline, scoring system, rubrics, etc. diff --git a/content/wiki/cooperative-foundations--atlantic.md b/content/wiki/cooperative-foundations--atlantic.md new file mode 100644 index 0000000..dbbef05 --- /dev/null +++ b/content/wiki/cooperative-foundations--atlantic.md @@ -0,0 +1,9 @@ +--- +title: Atlantic +collection: Cooperative Foundations +path: Cooperative Foundations/Hub Adaptations/Atlantic +parentDocument: Hub Adaptations +outlineId: 53f9de7a-b4dc-48c8-af9b-841709125a37 +createdBy: Jennie R.F. +--- + diff --git a/content/wiki/cooperative-foundations--central-ontario.md b/content/wiki/cooperative-foundations--central-ontario.md new file mode 100644 index 0000000..01004af --- /dev/null +++ b/content/wiki/cooperative-foundations--central-ontario.md @@ -0,0 +1,9 @@ +--- +title: Central (Ontario) +collection: Cooperative Foundations +path: Cooperative Foundations/Hub Adaptations/Central (Ontario) +parentDocument: Hub Adaptations +outlineId: 737371b5-405a-4d02-b66b-66fcfe4d6b22 +createdBy: Jennie R.F. +--- + diff --git a/content/wiki/cooperative-foundations--coordinator-tasks.md b/content/wiki/cooperative-foundations--coordinator-tasks.md index f9dfa3a..d8fd730 100644 --- a/content/wiki/cooperative-foundations--coordinator-tasks.md +++ b/content/wiki/cooperative-foundations--coordinator-tasks.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Coordinator Tasks parentDocument: null outlineId: ca840476-4a64-46e7-85b5-1b9ab88112b6 -updatedAt: '2026-03-09T15:44:41.971Z' createdBy: Jennie R.F. --- ## Session 0: Kickoff + Onboarding diff --git a/content/wiki/cooperative-foundations--exercises-and-prompts.md b/content/wiki/cooperative-foundations--exercises-and-prompts.md index dd73001..61b8cf2 100644 --- a/content/wiki/cooperative-foundations--exercises-and-prompts.md +++ b/content/wiki/cooperative-foundations--exercises-and-prompts.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Peer Support Playbook/Exercises and Prompts parentDocument: Peer Support Playbook outlineId: 35d3ce43-87d7-4b2a-854e-9060640158e9 -updatedAt: '2026-03-09T15:48:16.627Z' createdBy: Jennie R.F. --- diff --git a/content/wiki/cooperative-foundations--hub-adaptations.md b/content/wiki/cooperative-foundations--hub-adaptations.md new file mode 100644 index 0000000..a075cef --- /dev/null +++ b/content/wiki/cooperative-foundations--hub-adaptations.md @@ -0,0 +1,12 @@ +--- +title: Hub Adaptations +collection: Cooperative Foundations +path: Cooperative Foundations/Hub Adaptations +parentDocument: null +outlineId: 7bde8d01-d9d0-48ad-9cbf-3d76b9e33f87 +createdBy: Jennie R.F. +--- +* [Central](/doc/737371b5-405a-4d02-b66b-66fcfe4d6b22) +* [Prairies](/doc/9203e49c-5f78-46e5-a445-f37d888bda6f) +* [Atlantic](/doc/53f9de7a-b4dc-48c8-af9b-841709125a37) +* [Pacific](/doc/6e864af6-d72d-4ebd-bdcf-aba8a1764179) diff --git a/content/wiki/cooperative-foundations--ica-values-connections.md b/content/wiki/cooperative-foundations--ica-values-connections.md index 9feef14..bcb7785 100644 --- a/content/wiki/cooperative-foundations--ica-values-connections.md +++ b/content/wiki/cooperative-foundations--ica-values-connections.md @@ -6,7 +6,6 @@ path: >- Connections parentDocument: Exercises and Prompts outlineId: 91342338-8257-4550-be63-59f78d88dd75 -updatedAt: '2026-03-09T15:48:18.565Z' createdBy: Jennie R.F. --- These are prompts to get the studio thinking about how the ICA principles connect with their group: diff --git a/content/wiki/cooperative-foundations--manual.md b/content/wiki/cooperative-foundations--manual.md index e4c912d..7ec86c6 100644 --- a/content/wiki/cooperative-foundations--manual.md +++ b/content/wiki/cooperative-foundations--manual.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Peer Support Playbook/Manual parentDocument: Peer Support Playbook outlineId: 2257548a-2419-407c-89e9-75f419314a1d -updatedAt: '2026-03-09T15:51:41.217Z' createdBy: Jennie R.F. --- **Thank you for your interest in becoming a Baby Ghosts Peer Support!** Please take some time to read through this manual, as our peer support program - like our Cooperative Foundations program - is pretty unique. diff --git a/content/wiki/cooperative-foundations--pacific.md b/content/wiki/cooperative-foundations--pacific.md new file mode 100644 index 0000000..78441b7 --- /dev/null +++ b/content/wiki/cooperative-foundations--pacific.md @@ -0,0 +1,9 @@ +--- +title: Pacific +collection: Cooperative Foundations +path: Cooperative Foundations/Hub Adaptations/Pacific +parentDocument: Hub Adaptations +outlineId: 6e864af6-d72d-4ebd-bdcf-aba8a1764179 +createdBy: Jennie R.F. +--- + diff --git a/content/wiki/cooperative-foundations--peer-support-playbook.md b/content/wiki/cooperative-foundations--peer-support-playbook.md index 074736d..55ca519 100644 --- a/content/wiki/cooperative-foundations--peer-support-playbook.md +++ b/content/wiki/cooperative-foundations--peer-support-playbook.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Peer Support Playbook parentDocument: null outlineId: 706d6291-f74d-46f9-bb10-4c7029c29d84 -updatedAt: '2026-03-09T15:41:13.738Z' createdBy: Jennie R.F. --- ## Overview diff --git a/content/wiki/cooperative-foundations--prairies.md b/content/wiki/cooperative-foundations--prairies.md new file mode 100644 index 0000000..089fb18 --- /dev/null +++ b/content/wiki/cooperative-foundations--prairies.md @@ -0,0 +1,9 @@ +--- +title: Prairies +collection: Cooperative Foundations +path: Cooperative Foundations/Hub Adaptations/Prairies +parentDocument: Hub Adaptations +outlineId: 9203e49c-5f78-46e5-a445-f37d888bda6f +createdBy: Jennie R.F. +--- + diff --git a/content/wiki/cooperative-foundations--pre-program-onboarding-and-prep.md b/content/wiki/cooperative-foundations--pre-program-onboarding-and-prep.md index 6e8fa47..ca5b6a5 100644 --- a/content/wiki/cooperative-foundations--pre-program-onboarding-and-prep.md +++ b/content/wiki/cooperative-foundations--pre-program-onboarding-and-prep.md @@ -6,7 +6,6 @@ path: >- Onboarding and Prep parentDocument: Session Guides outlineId: 90324dab-581b-4b87-a5ae-9ee5b70631b6 -updatedAt: '2026-03-09T15:49:07.032Z' createdBy: Jennie R.F. --- # **Your first Studio Support Meetings** diff --git a/content/wiki/cooperative-foundations--s5-governance-requirements.md b/content/wiki/cooperative-foundations--s5-governance-requirements.md new file mode 100644 index 0000000..a0544fd --- /dev/null +++ b/content/wiki/cooperative-foundations--s5-governance-requirements.md @@ -0,0 +1,30 @@ +--- +title: 'S5: Governance Requirements' +collection: Cooperative Foundations +path: >- + Cooperative Foundations/Hub Adaptations/Central (Ontario)/S5: Governance + Requirements +parentDocument: Central (Ontario) +outlineId: 05d4c54c-c609-42fa-9434-d0c587921fb9 +createdBy: Jennie R.F. +--- +:::warning +In development + +::: + + +"what Ontario law requires, and how it maps onto what you just learned" + +## Session Content: + +* One-member-one-vote is legislated under the CCA, not a choice - how this interacts with the consent and consensus models you've been discussing +* By-laws are required, not optional - they must cover membership, voting, and surplus distribution (connect to: the decisions you're learning to make together will eventually need to be codified) +* Virtual/hybrid meetings and electronic voting permanently allowed since 2023 - practical win for distributed studios +* Dual status: you can be both a director and an employee, but the roles have different legal implications - your by-laws need to separate governance work from production work + + +\ +one-page summary of CCA governance provisions relevant to worker co-ops, with links to the full Act and OCA resources + +## diff --git a/content/wiki/cooperative-foundations--s6-funding-tax-landscape.md b/content/wiki/cooperative-foundations--s6-funding-tax-landscape.md new file mode 100644 index 0000000..dc2efb9 --- /dev/null +++ b/content/wiki/cooperative-foundations--s6-funding-tax-landscape.md @@ -0,0 +1,31 @@ +--- +title: 'S6: Funding & Tax Landscape' +collection: Cooperative Foundations +path: >- + Cooperative Foundations/Hub Adaptations/Central (Ontario)/S6: Funding & Tax + Landscape +parentDocument: Central (Ontario) +outlineId: 491a3f7f-f423-4db6-a3fb-521895d2468c +createdBy: Jennie R.F. +--- +:::warning +In development + +::: + +Insertion point: after the base session's revenue/sustainability discussion + +Facilitator note: this is the most content-dense addition. resist the urge to cover everything! Focus on the three things that will save studios the most money or prevent the most expensive mistakes + +## Session content + +* OIDMTC at 40% for self-published games - the single biggest financial incentive (and why it matters that you incorporate as for-profit) +* The 80/25 rule and why worker-members must be on payroll with T4s, not treated as contractors - connects directly to compensation models discussed in base session +* Patronage dividend deduction - how distributing surplus based on hours worked can reduce corporate tax to near zero +* Pathway: + * Ontario Creates funding pathway: Futures Forward ($20K, entry point) - must be for-profit + * IP Fund pre-production ($15-50K) + * IP Fund production ($50-500K) +* CWCF supports: Technical Assistance Grants ($4K), Tenacity Works loans ($15-50K) + +Handout: funding pathway visual showing the on-ramp from training through to production funding, with co-op-specific flags noted diff --git a/content/wiki/cooperative-foundations--s8-incorporation-pathways.md b/content/wiki/cooperative-foundations--s8-incorporation-pathways.md new file mode 100644 index 0000000..8ce9c7b --- /dev/null +++ b/content/wiki/cooperative-foundations--s8-incorporation-pathways.md @@ -0,0 +1,79 @@ +--- +title: 'S8: Incorporation & Pathways' +collection: Cooperative Foundations +path: >- + Cooperative Foundations/Hub Adaptations/Central (Ontario)/S8: Incorporation & + Pathways +parentDocument: Central (Ontario) +outlineId: b84e47d5-acb3-4403-ba6e-b625f5bafcc7 +createdBy: Jennie R.F. +--- +:::info +**Ontario Adaptation** + +This section covers the Ontario-specific incorporation process, costs, and readiness assessment. It r*eplaces* the generic incorporation overview in [Session 8: Self-Evaluation and Pathways](/doc/8c4f622c-661b-4e40-bb59-446b8b37cf4b) . + +::: + + +## For-profit vs. non-profit co-op: this decision matters! + +This is the most consequential structural choice. A for-profit co-op incorporated under the Co-operative Corporations Act is eligible for the OIDMTC (40% refundable tax credit on Ontario labour), Ontario Creates funding, and can deduct patronage dividends from taxable income. A non-profit co-op cannot access any of these. + +Remember: For-profit does not mean "profit-driven." It means the legal structure permits distributing surplus to members. A worker co-op that distributes surplus based on hours worked is for-profit in legal terms while operating cooperatively in practice. For game studios that want to access Ontario's incentives, for-profit is the only viable path. + +Incorporation is not hard or expensive, which makes it **tempting to rush** and treat as a milestone before the real work is done + +## Practical incorporation details + +Filing fee: $335 for a co-op with share capital (Form 1), $155 without share capital (Form 2). + +Submission: mail or email only. There is no online filing option for co-ops in Ontario. This is the single biggest process difference from incorporating a standard business corporation, which can be done online in minutes. + +Processing time: approximately 35 business days (about seven calendar weeks). If the Ministry finds errors, corrections add time. + +Minimum incorporators: Three for a worker co-op. Five for a multi-stakeholder co-op. + +Name requirements: must include "Co-operative" or "Co-op" and end with Inc., Corp., or Ltd. No numbered names. NUANS name search report required ($20-75, valid 90 days). + +## Incorporation: keep it flexible + +Incorporation is not hard or expensive, which makes it tempting to rush and treat as a milestone before the real work is done. You may not be ready yet – that's okay! + +Over-specifying the objects of the corporation or the share structure is usually counterproductive. Flexibility serves the co-op better as the business evolves. The Cooperative Corporations Act (Ontario's in particular) already covers a lot of ground; the articles of incorporation are secondary in legal precedence, so you don't need to replicate what the Act already handles. + + + +:::tip +Bylaws are important, but not the most important thing. *Economic viability is*. Don't fixate on bylaws to avoid the harder work of building sustainability. + +::: + + +## Realistic legal budget: $2K-$5K for customized bylaws + +Government fees are the cheap part. The real cost is professional help with articles and bylaws. Co-op bylaws are more complex than standard corporate bylaws because they need to cover membership processes, patronage dividend formulas, decision-making procedures, share class restrictions, and dissolution provisions. + +The CWCF Technical Assistance Grant (up to $4,000) can cover most or all of the legal and co-op development costs. This is the single most important funding tool for the incorporation phase. Get a co-op developer through CoopZone first to design your governance structure, then engage a lawyer to draft the legal documents. + +## Banking: credit unions over major banks + +Alterna Savings, Meridian, and DUCA understand co-op share structures. Major banks often don't. Opening a business account at a major bank with a co-op can involve explaining your share structure to people who have never seen one, delays, and sometimes outright refusal. Credit unions are structurally familiar with the model. + +## Post-program connections + +* Ontario Co-operative Association (OCA): provincial co-op support, bylaw templates, NUANS service, education, and advocacy. Their Guide to the Co-operative Corporations Act ($50) is a fantastic reference. +* Canadian Worker Co-operative Federation (CWCF): Technical Assistance Grants ($4K), Tenacity Works loans ($15K-$50K), Worker Co-op Academy, Common Good Capital, and the national worker co-op network. +* Ghost Guild: Baby Ghosts' membership community. Workshops, resources, peer connections, and the community slack +* CoopZone: directory of approximately 40 professional co-op developers across Canada. Get a co-op developer before you get a lawyer. + + \ + + +:::info +**See** [Incorporation Readiness Checklist](/doc/6d9f1171-00bd-428d-aec9-8e448c8caa2d) + +::: + + +\ diff --git a/content/wiki/cooperative-foundations--session-0-kickoff-onboarding.md b/content/wiki/cooperative-foundations--session-0-kickoff-onboarding.md index 652e9a6..2d6f7d1 100644 --- a/content/wiki/cooperative-foundations--session-0-kickoff-onboarding.md +++ b/content/wiki/cooperative-foundations--session-0-kickoff-onboarding.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: 'Cooperative Foundations/Session Content/Session 0: Kickoff + Onboarding' parentDocument: Session Content outlineId: 4473dfe4-b06a-406c-98a6-6bba510cb162 -updatedAt: '2026-03-09T15:40:26.477Z' createdBy: Jennie R.F. --- > **Peer Supports:** See [PS Guide: Session 0 β€” Kickoff + Onboarding](/doc/ps-guide-session-0-kickoff-onboarding-HzswkItl8f) for your role during session and this week's studio support meeting. diff --git a/content/wiki/cooperative-foundations--session-1-coop-principles-and-power.md b/content/wiki/cooperative-foundations--session-1-coop-principles-and-power.md index 7127ed6..73530d9 100644 --- a/content/wiki/cooperative-foundations--session-1-coop-principles-and-power.md +++ b/content/wiki/cooperative-foundations--session-1-coop-principles-and-power.md @@ -1,285 +1,134 @@ --- title: 'Session 1: Coop Principles and Power' collection: Cooperative Foundations -path: 'Cooperative Foundations/Session Content/Session 1: Coop Principles and Power' -parentDocument: Session Content -outlineId: 036d9fc6-27c0-410b-b570-6bf4d5fac80e -updatedAt: '2026-03-15T16:17:12.748Z' +path: >- + Cooperative Foundations/Peer Support Playbook/Session Guides/Session 1: Coop + Principles and Power +parentDocument: Session Guides +outlineId: c6a0ee07-8c24-41f3-9975-e54955e84b5c createdBy: Jennie R.F. --- -> **Peer Supports:** See [Session 1: Coop Principles and Power](/doc/c6a0ee07-8c24-41f3-9975-e54955e84b5c) for your role during session and this week's studio support meeting. +> **Session content:** See [Session 1: Coop Principles and Power](/doc/session-1-coop-principles-and-power-bkC3D6n71S) for the full curriculum. -## Welcome +## **What happens in session** -* Slide: Tag Yourself activity -* Slide: Anonymous feedback form reminder +In this session, we cover cooperative history and lineages, crediting Global South, Indigenous, Black, women's traditions, not just Rochdale. We also review the 7 ICA Principles. Some question prompts for getting your team to think about how the principles connect to work in their studio: [ICA Values Connections](/doc/91342338-8257-4550-be63-59f78d88dd75) +The theme is *moving from principles to personal values*. ---- -## Intro - 3 min +:::tip +**Homework assigned:** individual journaling, team values map (with PS), and individual prep for The Talk (Session 2). -Working in an environment that focuses solely on shipping, profit, and growth denies us the opportunity to practice our values collectively. Worse, the outcome of those capitalist values is exploitation and dehumanization of everyone but whoever is at the top of the org chart. How can we connect with our deepest-held values to shape collective practices that challenge this harmful hierarchy? +::: -We have some guidance to start with: The principles adopted in 1995 by the International Cooperative Alliance (ICA), which now form the ethical foundation for cooperative work around the world and are deeply reflected in cooperative history and practice in the Global South. We'll trace a line from these principles to your personal and shared values, and then to what cooperative practice can look like in your context. +### :eyes: **Your role during session** -Through this work, we can create a culture that stands up to extraction and burnout, and practice something different in its place. +* Observe small group activity (cooperative lineage sharing) – note whose stories are shared +* Listen for how studios talk about values – vague or specific? +## **This week's Studio Support Meeting: Values Mapping** ---- +### **πŸ“š Materials** -## Agenda +* Studio Miro board with Values Mapping template +* 7 Principles reference -Today we'll be talking about: +### **πŸ‘† Before the session** -* How to cooperate (cooperative capacities) -* Coop histories/lineages -* The ICA cooperative principles -* How to move from the principles to values +* Confirm everyone completed their individual journaling (Session 1 homework) +* Ensure the studio Miro board has the template +* Have the 7 Principles visible (on the board or screen-shared) -### Check-in - 5 min +### **🌊 Session flow** -*Thinking back on the Power Flower reflection you did...* +#### **Check-in (5 min)** -* what's one thing you noticed about yourself that you hadn't named before? -* no need to share details, unless you are compelled! Just notice what came up +Individual sharing (15-20 min) – Each person shares 3-5 values from their individual reflection. +Prompts: ---- +* "What values came up when you did the journaling?" +* "You don't need to explain or justify." -### Cooperation is a skill, not a trait - 5 min +As they share: each person adds values to the Miro board (stickies in their colour/section). No discussion – just capture. -We've been socially and economically shaped by systems that reward competition, individual achievement, and hierarchy. Most of us were just never taught *how* to cooperate. +Watch for: Someone dominating or going first every time; someone staying quiet – invite them in gently; values that sound the same but might mean different things to different people. -"Most human beings have a natural propensity to cooperate." -- Russ Christianson, *Effective Practices in Starting Co-ops* +#### **Noticing patterns (10-15 min)** -The capacity exists. We already practice solidarity economics in daily life without calling it that when we contribute to a GoFundMe or babysit our neighbour's kids. But these practices get buried under what Black economist Jessica Gordon Nembhard calls "the assumptions of neo-liberal capitalist ideology." +Look at the board together. -Can cooperation be recovered and practiced until it's reliable? +Prompts: -That's what this program is for. We're not here to convince you cooperation is good. Pretty sure you already know that. We're here to build the muscle and to practice until cooperative decision-making becomes your default. +* "What do you notice?" +* "Where do you see overlap?" +* "Any surprises?" +* "Are there values that seem similar but might mean different things to different people?" +> Example to offer: "Transparency" – does it mean open documents? Open conversations? Both? Neither? What exactly is meant? ---- +**Connecting to the 7 Principles (10 min)** -### The skills of cooperation - 7 min +Look at the ICA principles together. -So what does "cooperation is a skill" actually mean? *What* are the skills? +**Prompts**: -We're going to introduce tools throughout this program, but tools only work if you have the *underlying capacities* to use them. A consensus process doesn't help if no one can sit with discomfort long enough to hear a dissenting view. +* "Do you see connections between your values and these principles?" +* "Draw lines or group things if it helps." – This can be loose – don't let them fixate on making a beautiful diagram. The point is seeing that their values connect to a larger cooperative tradition. -Here's what we'll be practicing: +#### **To bring back to Session 2 (5 min)** -**Active listening**\nThis means unlearning the tendency to simply wait for your turn to talk. It means actually focusing on the other person and trying to understand what they really mean, especially when you disagree. One practice to support this is reflecting back what you hear. You can also take notes. +**Prompts**: -**Honest communication**\nWithout making accusations, say what you actually think, and use "I" statements. The purpose is to open conversation up wider. +* "What's one thing you learned about where your team aligns or diverges?" + * You'll share this in Session 2 – doesn't need to be polished. Have someone write it down or capture it on the board. -**Perspective-taking**\nYour collaborators experience situations differently from you, and from each other. Try to put yourself in their position/mindset and hear what they are telling you about what they are feeling. +#### **Community agreements contribution (5 min)** -**Emotional self-regulation**\nIt can be difficult, without prior practice, to stay present when things get uncomfortable instead of shutting down, lashing out, or agreeing just to make the tension stop. Notice discomfort and choose how to respond rather than just reacting. +"Based on this conversation, are there 1-2 values you'd propose adding to the cohort community agreements?" Capture these to bring back to the full group. -**Self-awareness about your patterns in groups**\nDo you talk first? Go quiet when you disagree? Say yes to avoid tension? Take over tasks because it's faster than explaining? Notice your ingrained habits! +### :star: **Tips** -**Giving and receiving feedback** This is a tough one for a lot of people. When you have a concern, do you hedge so much it disappears? And when you hear critical feedback, do you get defensive or collapse? Both directions are skills. Look at feedback as a *gift*. +If someone is dominating: -None of these are natural talents, but all of them can be practiced. In fact, you'll be practicing them throughout this program, starting next session! +* "Let's hear from someone who hasn't shared yet." -*Sources: Munro, "United we stand: fostering cohesion in activist groups," Interface 13(1), 2021* +If no one talks… awkward silence: +* "Take a minute to look at the board silently. What stands out?" ---- +If tension emerges: -### Cooperative lineages – and whose knowledge gets credited - 10 min +* "Sounds like there are some different perspectives here. That's useful but we don't need to resolve it today." -The foundational principles of cooperatives are rooted in survival. But the Rochdale Pioneers of 1844, often credited as cooperative "founders," didn't invent cooperation – they simply codified practices that had existed for millennia. We'll cover those principles in a minute, but first let's talk about the longer lineages of cooperative history. +If they want to debate definitions: -* Indigenous communities worldwide practiced mutual aid, collective resource management, and consensus decision-making long before European contact. Many Indigenous governance systems also held space for Two-Spirit people in leadership and decision-making roles. -* Enslaved and formerly enslaved Black communities in the Americas created mutual aid societies, burial societies, and informal credit systems out of necessity and survival -* Women formed cooperative childcare networks, domestic worker collectives, and community support systems -- often invisible and uncredited -* Immigrant communities built cooperative stores, housing, and financial institutions when mainstream systems excluded them -* Queer and trans communities built mutual aid networks, collective housing, and care systems - often out of crisis. Marsha P. Johnson and Sylvia Rivera's STAR (Street Transvestite Action Revolutionaries) in 1970s New York provided communal shelter, food, and support for homeless trans youth of colour, organized entirely on principles of shared responsibility and collective care -* During the AIDS crisis, queer communities created cooperative care networks, buyers' clubs to share medication, and mutual aid funds when governments and institutions abandoned them +* "It's okay to mean different things. The goal is simply to notice where you might need to clarify later." -*The Combahee River Collective - Black lesbian feminists organizing in the 1970s - articulated what we now call intersectionality. Cooperative movements have always been strongest when they refuse to separate one axis of liberation from another* +If time runs short: +* Prioritize steps 2-3 (sharing and noticing). The principles connection and agreements contribution can be done async if needed. - ![Sylvia Rivera in 1970. By Roseleechs – Own work, CC BY-SA 4.0. https://commons.wikimedia.org/w/index.php?curid=119409579](/api/attachments.redirect?id=ed97bdf1-8175-4d0d-a416-e4bffe8273b4 " =960x619") +### **🏁After the session** +* Note any tensions/surprises for your PS check-in +* Remind the team to bring their learnings to Session 2 -The Rochdale Pioneers formalized these practices into a movement. But when we credit them as "founders," we invisibilize the communities who developed and sustained cooperative practices for generations under conditions of oppression. +### **πŸ‘‰ Also this week** -Source: *Locating the Contributions of the African Diaspora in the Canadian Co-operative Sector* \[WIKILINK-01: needs URL\] Additional info: [Indigenous Governance and Tomorrow's Democracy](https://www.colorado.edu/lab/medlab/2025/07/28/indigenous-governance-and-tomorrows-democracy-join-conversation) +#### **Make sure they're prepping for The Talk** -This matters for us because you may already hold cooperative knowledge. It could be in your family, your culture, your community. +Session 2 homework includes individual prep on four topics: financial reality, time/availability, skills/contributions, decision-making styles. -Consider your own "cooperative lineage": -* Did you grow up with childcare swaps, community gardens, or potlucks? -* How did your family handle resources when money was tight? Who did they turn to? -* What decision-making traditions come from your culture? -* Have you been part of a band or community organization that shared resources or made decisions collectively? +:::warning +They need to *write their answers down* before Session 2. Check that they're doing this! -Or: +::: -* Why did you become interested in forming a cooperative? +### :triangular_flag_on_post: **Red flags to watch for** -Most of these practices go unnamed as "cooperative" but they are part of a long, global, grassroots, and informal tradition. - -There are many types of cooperatives (coop housing, community land trusts, community financing like credit unions, worker cooperatives like you're trying to build) – but also barter clubs, fair trade, solidarity markets. - -\n ![Solidarity Economy illustration. By Caroline Woodard, art.coop, 2021.](/api/attachments.redirect?id=75c3e15f-b3fb-4268-b0ca-f17963140f72 " =1600x1158") - - -Cooperatives are expansive and we can add skills to your toolkit! - -Share one cooperative practice from your experience in the chat. *And pay attention to what values are present.* - -### Small groups -- mixed studios (3-4 people) - 15 min - -* Share your cooperative lineage story -* What values were present in that experience? -* Each group identifies 3-5 values they heard across their stories -* What need brought your studio together? What were you each missing that cooperation addresses? - -Brief large group share - 5 min: Each group shares 1-2 values they identified. - - ---- - -## The 7 Cooperative Principles - 10 min - -The values you just named have been recognized and formalized by cooperative movements worldwide. In 1995, the International Cooperative Alliance adopted these 7 principles that now guide cooperative work globally. - -*For each principle, consider: How might your co-op incorporate this principle? What policies or practices would bring it to life?* - -### 1. Voluntary and Open Membership - -Cooperatives are voluntary organizations, open to anyone able to use their services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination. - -### 2. Democratic Member Control - -Cooperatives are democratic organizations controlled by their members, who actively participate in setting their policies and making decisions. Your board of directors is accountable to the membership. Each member has one vote. - -* *How will the co-op balance this with the reasonable interests of different classes of members?* - -### 3. Member Economic Participation - -Members contribute equitably to, and democratically control, the capital of their cooperative. - -* *Consider the share values, annual fees, fees-for-services, and other financial commitments that members will have to meet.* - -### 4. Autonomy and Independence - -Cooperatives are autonomous, self-help organizations controlled by their members. If they enter into agreements with other organizations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their cooperative autonomy. - -* *What policies are needed around contracts, hiring contractors, accepting donations, or taking investment?* - -### 5. Education, Training, and Information - -Cooperatives provide education and training for their members, elected representatives, managers, and employees so they can contribute effectively to the development of their cooperatives. - -* *What education is needed about the rights and responsibilities of membership? About other topics related to your coop's activities?* - -### 6. Cooperation Among Cooperatives - -Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures. - -### 7. Concern for Community - -Cooperatives work for the sustainable development of their communities through policies approved by their members. - -Summary source: *A People-Centred Path for a Second Cooperative Decade* \[WIKILINK-02: needs URL\] - ICA 2020 - -Nobody carved the 7 Principles into stone tablets and carried them down the mountain. The ICA has revised the principles three times - in 1937, 1966, and 1995 - because cooperative practice changes. You don't have to follow the rules perfectly to be a coop. But hold on to the core: democratic control, shared ownership, and surplus flowing to workers based on their labour. Everything else can be adapted to your studio's capacity and interests. - -### The values beneath the principles - -The principles give us structure. The values give us *why*. The International Cooperative Alliance summarizes it this way: - -*"Cooperatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, cooperative members believe in the ethical values of honesty, openness, social responsibility and caring for others."* - -These are commitments to how we treat each other. - - ---- - -## From principles to your values - 3 min - -What values guide *your* work or collective efforts? - -Values are *beliefs* that motivate us to*act* one way or another. They guide our behaviour. - -We each adopt values from a combination of our upbringing, the communities we are part of, the dominant culture, and other influences in our lives. Just like an individual's values guide how that person acts, organizational values guide how the *group* acts and makes decisions collectively. - -Values also define scope and ethical constraints. - -[Sociocracy 3.0: Agree on Values](https://patterns.sociocracy30.org/agree-on-values.html) - - ---- - -### How do we collaborate when we mean different things? - 2 min - -Words are vague, communication is fraught, and we're all coming in from different backgrounds. The best thing we can do to support the cooperative principles of collaboration is to try and find common ground. - -Where do we meet each other? And how do we build from there? - - ---- - -## Homework - 10 min - - -1. **Journal about your values** – What values guide your work or collective efforts? Your values can be discovered through observation. Your task isn't to decide what matters to you, but to notice what already does. - * What holds your attention without effort? - * What do you find yourself doing when no one is watching? - * What topics consistently generate strong emotional responses? - * When have you felt most alive or fulfilled? -2. **Do the team values map with your Peer Supports** – Use your PS session to do the values mapping exercise as a team. Where do you align? Where do you differ? -3. **Prep individually for "The Talk" (Session 2)** – Next session, you'll practice having direct conversations about money, time, skills, and decision-making with your collaborators. Reflect on these questions – **write your answers down** before we meet. Try to time-box to about 5 minutes per section. - - **Financial reality:** - * How much do you need to make monthly to participate in this studio? - * What's your current financial capacity to contribute? - * How important is immediate income vs. long-term equity? - - **Time and availability:** - * What's your actual time availability per week? - * What are your non-negotiable boundaries? - * How do you handle competing priorities? - - **Skills and contributions:** - * What do you excel at vs. what drains you? - * Where do you want to grow vs. where you're already expert? - * How do you prefer to contribute when you're overwhelmed? - - **Decision-making styles:** - * How do you prefer to make decisions under pressure? - * When do you need more information vs. when do you trust your gut? - * How do you handle disagreement? - - And finally: **Does being part of this studio make you feel something? What is that feeling?** - - Adapted from Obvious Agency's "The Talk" worksheet. - - *These are for **you** first. You'll share with your team in Session 2.* - - ---- - -## Closing - 5 min - -We've identified values that guide us individually and found connections to cooperative principles. But now comes the hard part: How do we actually *practice* these values together? - -It might seem easy and fun to chat about these ideas with your collaborators, but until you are in conflict, or under financial or deadline pressure, you don't really know how everyone will hold on to those values. - -Studios built around a shared problem - "we can't afford to make games alone," "we refuse to work in exploitative conditions again" - tend to hold together under that pressure. Studios built around a shared *aesthetic* preference for cooperation sometimes don't. Try to notice which one is yours. - -The industry tells us to brute force our way through these situations – with the boss ultimately "resolving" the issue the way they want, probably guided by "move fast and figure it out later." But cooperative work requires something different. What Indigenous organizer Ruth Łchav'aya K'isen Miller calls "patience for the pace of trust." - -Next session, we'll explore what it actually takes to align with collaborators beyond just sharing values on a Miro board. Even the closest friends can discover they have very different expectations about work, money, and decision-making when those conversations inevitably come up. - -Use your Peer Support session this week to start talking about your values as a team. - - ---- +* A studio that can't name any values beyond "we want to make good games" – don't we all! Too vague. +* One person speaking for the group about "our" values +* Values that are all abstract with no grounding in practice diff --git a/content/wiki/cooperative-foundations--session-2-shared-purpose-and-alignment.md b/content/wiki/cooperative-foundations--session-2-shared-purpose-and-alignment.md index 8bcb0d0..2409ee8 100644 --- a/content/wiki/cooperative-foundations--session-2-shared-purpose-and-alignment.md +++ b/content/wiki/cooperative-foundations--session-2-shared-purpose-and-alignment.md @@ -6,7 +6,6 @@ path: >- Purpose and Alignment parentDocument: Session Guides outlineId: 6edd974c-3ef1-4eaa-a7cd-1620716e859a -updatedAt: '2026-03-09T17:21:11.981Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 2: Shared Purpose and Alignment](/doc/session-2-shared-purpose-and-alignment-RfzSikcGy1) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-3-actionable-values-and-impact.md b/content/wiki/cooperative-foundations--session-3-actionable-values-and-impact.md index 28a8c30..4bbaeb6 100644 --- a/content/wiki/cooperative-foundations--session-3-actionable-values-and-impact.md +++ b/content/wiki/cooperative-foundations--session-3-actionable-values-and-impact.md @@ -6,7 +6,6 @@ path: >- Actionable Values and Impact parentDocument: Session Guides outlineId: 6b557fed-1ae0-41cd-a97d-8ceea11b523b -updatedAt: '2026-03-09T17:24:38.258Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 3: Actionable Values and Impact](/doc/session-3-actionable-values-and-impact-U1NcQXtrbg) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-4-decision-making-in-practice.md b/content/wiki/cooperative-foundations--session-4-decision-making-in-practice.md index ae9e46d..e93217d 100644 --- a/content/wiki/cooperative-foundations--session-4-decision-making-in-practice.md +++ b/content/wiki/cooperative-foundations--session-4-decision-making-in-practice.md @@ -6,7 +6,6 @@ path: >- Decision-Making in Practice parentDocument: Session Guides outlineId: 7152ed91-fcea-47b5-9b0a-a2d9c11ce212 -updatedAt: '2026-03-09T17:32:56.790Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 4: Decision-Making in Practice](/doc/session-4-decision-making-in-practice-aHPbIrtYgR) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-5-coop-structures-and-governance.md b/content/wiki/cooperative-foundations--session-5-coop-structures-and-governance.md index af0abf9..1d8ddf5 100644 --- a/content/wiki/cooperative-foundations--session-5-coop-structures-and-governance.md +++ b/content/wiki/cooperative-foundations--session-5-coop-structures-and-governance.md @@ -6,7 +6,6 @@ path: >- Structures and Governance parentDocument: Session Guides outlineId: f317905f-1ee1-4412-89c6-6b12e007b7d4 -updatedAt: '2026-03-09T17:42:26.074Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 5: Coop Structures and Governance](/doc/session-5-coop-structures-and-governance-DxoDQCtL66) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-6-equitable-economics.md b/content/wiki/cooperative-foundations--session-6-equitable-economics.md index a9d4304..ceff6cd 100644 --- a/content/wiki/cooperative-foundations--session-6-equitable-economics.md +++ b/content/wiki/cooperative-foundations--session-6-equitable-economics.md @@ -6,7 +6,6 @@ path: >- Equitable Economics parentDocument: Session Guides outlineId: e90f4170-5f49-4705-ac9f-c42214aaf73b -updatedAt: '2026-03-09T17:44:19.888Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 6: Equitable Economics](/doc/session-6-equitable-economics-VhhiZSc9Ej) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-7-conflict-resolution-and-collective-care.md b/content/wiki/cooperative-foundations--session-7-conflict-resolution-and-collective-care.md index 512120f..6b831c5 100644 --- a/content/wiki/cooperative-foundations--session-7-conflict-resolution-and-collective-care.md +++ b/content/wiki/cooperative-foundations--session-7-conflict-resolution-and-collective-care.md @@ -6,7 +6,6 @@ path: >- Conflict Resolution and Collective Care parentDocument: Session Guides outlineId: 146f541d-6ccb-42be-95f7-53ed23d5ed90 -updatedAt: '2026-03-09T17:46:30.775Z' createdBy: Jennie R.F. --- > **Session content:** See [Session 7: Conflict Resolution and Collective Care](/doc/session-7-conflict-resolution-and-collective-care-fplNXDnOWp) for the full curriculum. diff --git a/content/wiki/cooperative-foundations--session-8-self-evaluation-and-pathways.md b/content/wiki/cooperative-foundations--session-8-self-evaluation-and-pathways.md index c026fac..5c365db 100644 --- a/content/wiki/cooperative-foundations--session-8-self-evaluation-and-pathways.md +++ b/content/wiki/cooperative-foundations--session-8-self-evaluation-and-pathways.md @@ -2,161 +2,206 @@ title: 'Session 8: Self-Evaluation and Pathways' collection: Cooperative Foundations path: >- - Cooperative Foundations/Session Content/Session 8: Self-Evaluation and - Pathways -parentDocument: Session Content -outlineId: 8c4f622c-661b-4e40-bb59-446b8b37cf4b -updatedAt: '2026-03-09T15:40:46.528Z' + Cooperative Foundations/Peer Support Playbook/Session Guides/Session 8: + Self-Evaluation and Pathways +parentDocument: Session Guides +outlineId: 5233cb08-c16e-4c02-b726-5b0ce313961d createdBy: Jennie R.F. --- -> **Peer Supports:** See [PS Guide: Session 8 β€” Self-Evaluation and Pathways](/doc/ps-guide-session-8-self-evaluation-and-pathways-3hukBAaITz) for your role during session and this week's studio support meeting. +> **Session content:** See [Session 8: Self-Evaluation and Pathways](/doc/session-8-self-evaluation-and-pathways-BKKaLmqOxN) for the full curriculum. -## Welcome +## **What happens in session** -* Slide: Tag Yourself +The final session. Studios do a personal self-assessment (private) and a studio self-assessment (collective, shared with Baby Ghosts). The studio assessment rates seven areas on a 1-5 scale (from "Considering/Reflecting" to "First Draft of Documentation"): values/purpose/alignment, governance, decision-making/meetings, equitable economics, conflict/repair, program reflection, and what's next. The session covers post-program supports (Ghost Guild, workshops, PS recruitment, incorporation resources) and closes with a collaborative zine activity and group celebration. ---- +:::info +This is a closing session. Your role is less about facilitating new content and more about helping your studio reflect honestly and plan for what comes next. The assessments are the core deliverable. -## Intro - 5 min +::: -This is the last session. Wahoo! Where did the time go?! +### :eyes: **Your role during session** -Last week we talked about conflict. Some of you may have had difficult conversations since then. That's the good stuff, as eileen would say. It's okay if things feel unfinished or messy. You don't have to have it all figured out by now. We hope you feel you have the tools and the trust to keep figuring it out together. +* Observe how your studio approaches the assessments – honest and reflective, or rushing through? +* During the studio assessment, note whether they're aligned on their ratings or if there's disagreement about where they actually are +* Watch for emotional responses during the closing – this program has been intense, and endings can surface unexpected feelings +* Participate in the zine activity and closing – you're part of this community -What happens next is going to be harder than the program. You'll ship a game, or you won't. Money will come in, or it won't. Life will get busy. And the governance practices you've built over these weeks can quietly erode if you stop doing them. +### πŸ‘† **Your role after session** -You might skip a governance meeting because you're crunching… then another. Someone starts "just handling" the finances because it's easier than showing someone else how to do it. Six months later someone asks "why are we even a co-op?" and no one has a good answer. This is the most common way cooperatives fail. +* Make sure both assessments get completed (personal assessment individually, studio assessment together) +* Schedule a final PS meeting for this week to help them complete assessments and talk about next steps +* Make sure they understand Ghost Guild and post-program supports -The post-program supports we're about to talk about exist to keep up your momentum and help you build your collaborative muscles - and remember the "why." -And today we pause to reflect on what you've built and where you're headed. We have two assessments - individual and studio - to help you see how far you've come and clarify your next steps. +:::tip +Your weekly PS sessions end after this week, but you're still part of the community. Many studios appreciate knowing you're available for occasional check-ins as they hit milestones or challenges. -And then we'll celebrate as a group! +::: +## **This week's Studio Support Meeting: Assessments and What's Next** ---- +### **πŸ“š Materials** -## Check-in - 5 min +* Personal self-assessment form (each member should have their own copy) +* Studio self-assessment template (on studio Miro board) +* Community Rule draft from Session 5 +* Any notes or documents the studio has created during the program -*What has shifted for you since Session 0?* *Has your emotional connection to the studio changed over the program?* +### :world_map: **Context** +This is your last formal PS meeting with this studio. The goal is to help them complete their assessments with honesty and specificity, and to set them up for continuing this work without you. Resist the urge to sugarcoat or wrap things up neatly. The most useful thing you can do is help them see clearly where they are – strengths and gaps alike. ---- +### **πŸ‘† Before the session** -## Self-assessment overview - 5 min +* Review your notes from the full program – what patterns have you noticed? What's shifted? What's stayed stuck? +* Review the studio's Community Rule draft, values map, and any other documents they've produced +* Prepare your own honest assessment of where the studio is – you'll use this to calibrate if their self-assessment seems off +* Think about what you want to say to this studio at the close. This matters. -It's easy to get into a groove and forget to check in with yourself. But clarity of self-reflection makes you a better collaborator. Most of the work is making the time and space to sit with your thoughts before writing them down. That's what prevents decisions made in haste or fear and builds intentional practice instead. +### **🌊 Session flow** -We have two assessments for you today. The first is personal and private – just for you. The second is collective – you'll complete it as a studio, and Baby Ghosts will review it to understand where you're at and how to support you going forward. This is also important feedback for us, so please be honest about what worked and what didn't. +#### **Check-in (5 min)** +"How are you feeling about the program ending? What's sitting with you?" ---- +Let this be genuine. Some people will be relieved, some sad, some anxious about what comes next. All of those are valid. -## Personal self-assessment - 10 min +#### **Personal self-assessment (10-15 min)** -**This is private.** Baby Ghosts won't see it. Your studio won't see it unless you choose to share. +If they haven't completed the personal assessment yet, give them quiet time to work on it now. -This helps you get a clearer sense of your personal and professional baseline. Be on the same page with yourself before you meet with your team. Where have you grown? Where do you still feel uncertain? What do you need from your collaborators that you haven't asked for yet? +This is private – you don't need to see it or discuss it. But you can offer: -\[TODO-06: Link to assessment form when ready. Tracked in Asana.\] +* "Take your time with this. Be honest with yourself." +* "Where have you grown? Where do you still feel uncertain?" +* "What do you need from your collaborators that you haven't asked for yet?" +If they've already completed it, ask: "Was anything surprising when you reflected? Anything you want to share?" ---- +#### **Studio self-assessment (20-25 min)** -## Studio self-assessment - 10 min +Work through the seven areas together. For each, the studio rates themselves 1-5: -**This is collective.** You'll complete it together as a studio, and Baby Ghosts will review it to understand where you're at and how to support you. -The template is on your studio Miro board. You'll rate where your studio is on each of seven areas using this scale: +1. **Considering/Reflecting** – Thought about individually, not discussed as a team +2. **Discussing Collectively** – Talking together but no decisions +3. **Brainstorming** – Actively generating ideas and exploring options +4. **Sifting/Sorting** – Narrowing down, making choices, working toward alignment +5. **First Draft of Documentation** – Something written down – a policy, process, or shared agreement +**Go through each area:** -1. **Considering/Reflecting** – You've thought about it individually but haven't discussed it as a team yet. -2. **Discussing Collectively** – You're talking about it together but haven't made decisions. -3. **Brainstorming** – You're actively generating ideas and exploring options. -4. **Sifting/Sorting** – You're narrowing down, making choices, working toward alignment. -5. **First Draft of Documentation** – You have something written down – a policy, a process, a shared agreement. +**1. Values, purpose & alignment** -The seven areas map to the arc of this program: +* "Can each person name your studio's core values? Do those match?" +* "Do you have a documented values statement or Why/What/How?" +**2. Governance** -1. Values, purpose & alignment -2. Governance -3. Decision-making & meetings -4. Equitable economics -5. Conflict & repair -6. Program reflection -7. What's next +* "Where is your Community Rule draft? What's documented vs. still informal?" +* "Do you have a membership/removal process, even a rough one?" -Be honest with each other. A "2" in conflict resolution after eight weeks means you know where to focus. This assessment also helps you understand if your studio is ready to continue together, to pause, or to part ways. All of these are valid outcomes. +**3. Decision-making & meetings** +* "Are you using a named framework? Rotating meeting roles?" +* "What decisions still happen by default?" ---- +**4. Equitable economics** -## What's next - 15 min +* "Have you had the money conversations? Compensation, transparency, IP?" +* "What's decided vs. what's still avoided?" -Two questions to start: *What do you want to focus on as a studio going forward? What's your plan for revisiting your governance and values after the program ends – and who's responsible for scheduling it?* +**5. Conflict & repair** -### Stay connected: Ghost Guild +* "Do you have a conflict process – even informal? Have you used it?" +* "What tension have you named? What's still unnamed?" -When the program wraps up, your weekly Peer Support sessions end – but your Peer Support isn't going anywhere. They're still part of the community, and many are happy to hear from you as you hit milestones or run into challenges. +**6. Program reflection** -Going forward, your home base for support is the Ghost Guild – Baby Ghosts' alumni community. Program alumni are automatically enrolled. Membership includes free access to talks and workshops, community building with solo devs, early access to resources, and opportunities to become a Peer Support or contribute to the knowledge commons. +* "What worked about this program for you? What didn't?" +* "What do you wish had been different?" -### Keep practicing +**7. What's next** -Build in a revisit of your values and governance documents. Quarterly is ideal, twice a year at minimum. Put it on the calendar before you leave today. Ask: are we still practicing what we said we would? Where have we drifted? What needs updating? The studios that stay cooperatives are the ones that keep asking these questions. +* "What's your plan for revisiting governance and values after the program ends?" +* "Who's responsible for scheduling that?" -Build in a self-accountability practice too. Values drift can happen quietly. To prevent it, make a regular habit of asking yourself: Did my choices today align with who I want to be? This can be as simple as a five-minute reflection at the end of the week, or a quick message to a collaborator: "Hey, I was short with you yesterday. That wasn't who I want to be. Sorry." You've been building this muscle all program. Stay strong! – put it alongside your governance review on the calendar. +**Your role during this:** -### Upcoming workshops +If a rating seems inflated – gently push: -We offer standalone workshops throughout the year on topics we've introduced here – and some we haven't had time to cover in the program. These are included with Ghost Guild membership or available for public registration. Past and upcoming workshops include: Legal Structures & By-Laws, Business Planning, Grantwriting & Alt Funding, Social Impact, Advanced Governance, Miro / Tools Workshop, Why We're Here: Telling Your Studio's Story, and Process Development. +* "You rated governance a 4, but last week you hadn't discussed membership or removal. What's your thinking?" -### Interested in becoming a Peer Support? +If a rating seems deflated – acknowledge progress: -Some of you may be interested in supporting future cohorts as a Peer Support. This is a paid role and a meaningful way to build capacity in the community – you already know firsthand what studios go through, and that experience is exactly what makes a great PS. +* "You rated conflict a 2, but you named and addressed a real tension two weeks ago. That's meaningful progress." -Here's what the role involves: you'd attend all program sessions alongside your assigned studios, facilitate weekly peer support meetings with one studio, and participate in PS training before the cohort starts. It's approximately 4-6 hours per week during the 10-week program. If you're someone who found yourself energized by the collaborative work, who notices group dynamics, and who cares about holding space for others – this might be a great fit. Talk to us after the session or reach out anytime. +If there's disagreement on a rating – that's data: -### Incorporation +* "You see yourselves differently on this one. That's worth exploring. What does each of you see?" -If your studio is ready to incorporate as a cooperative, we can point you toward resources and service providers who understand cooperative structures. We don't provide legal advice, but we can help connect you with people who do. +Capture the assessment on the Miro board. -And a reminder: you don't have to incorporate to work cooperatively. Many studios practice cooperative values and governance long before – or without ever – filing incorporation papers. The practices matter more than the paperwork. +#### **What's next (10-15 min)** -\[TODO-14: Develop resources, service providers, and readiness assessment - tracked in Asana.\] +Help them make concrete plans: +* "When is your next governance review? Put it on the calendar right now." +* "Who's going to be your accountability partner for keeping up these practices?" +* "What's the first thing that will slip? How will you catch it?" ---- +Talk about Ghost Guild and post-program supports. Make sure they know what's available. -## Collaborative Zine Making - 35 min +If anyone is interested in becoming a PS for a future cohort, encourage them to talk to the program team. -*eileen leads this activity.* +#### **Close (5-10 min)** +This is your moment. Share what you've observed over the program – what you're proud of, what you're hopeful about, where you think they'll need to stay vigilant. ---- +Be specific. "You've grown" is less useful than "In Session 2, no one would say what they actually needed financially. By Session 6, you had that conversation and it was hard but you did it." -## Closing - 5 min +Then let each studio member share something too: -You're about to re-enter an industry that defaults to hierarchy. Lawyers will draft conventional corporate structures. Funders will ask for a single point of contact. Publishers will want to know who's in charge. Your own teammates – under pressure – may reach for the familiar. This is expected. It's how we've learned to operate. +* "What's something you're proud of from the program?" +* "What conversation did you have that you wouldn't have had otherwise?" -There is no self-made entrepreneur. Everyone is embedded in community – cooperatives just make that explicit. You've spent eight weeks building the muscle to do that together. Keep using it. +End with care. This matters. -*What's something you're proud of from the program?* *What conversation did you have that you wouldn't have had otherwise?* +### :star: **Tips** +If they rush through the assessment: ---- +* "This is the last structured reflection you'll do with support. Take the time – it's worth it." -## Homework +If they rate everything high: +* "I'm glad you feel good about your progress. Can I push on a couple of these? I want to make sure the assessment is useful to you going forward." -1. **Complete your personal assessment** – Do this before your studio meets. This is private, just for you. -2. **Complete your studio assessment together** – Meet as a studio and work through the template on your Miro board. This comes back to Baby Ghosts so we can understand where you're at and how to support you going forward. +If they rate everything low: -\[TODO-04: Add due dates for assessments\] +* "You've done more than you think. Let me reflect back what I've seen over these weeks." -And stay in touch. You're part of this community now. πŸ‘»πŸ‘»πŸ‘» +If they're anxious about the program ending: +* "The structures you've built are real. The tools don't disappear. And the Ghost Guild community is there for you." ---- +If emotions come up: + +* Let them. This is appropriate. Don't rush past it. + +### **🏁 After the session** + +* Ensure the studio assessment is submitted (goes to Baby Ghosts) +* Ensure each person has completed or will complete their personal assessment +* Share your own PS observations with the program team – what this studio needs going forward, what to watch for, where they're strong +* Thank the studio. Mean it. + +## :triangular_flag_on_post: **Red flags to watch for** + +* A studio that can't complete the assessment because they disagree on where they are – this reveals deeper alignment issues +* Rushing through to "get it done" – avoidance of reflection +* Ratings that don't match what you've observed – denial or lack of self-awareness +* No plan for continuing governance practices after the program – high risk of drift +* One person taking responsibility for everything post-program – that's not a coop +* Signs that the program surfaced issues the studio hasn't resolved – make sure the program team knows diff --git a/content/wiki/cooperative-foundations--session-content.md b/content/wiki/cooperative-foundations--session-content.md index 1255e05..46e30b8 100644 --- a/content/wiki/cooperative-foundations--session-content.md +++ b/content/wiki/cooperative-foundations--session-content.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Session Content parentDocument: null outlineId: 27d69e39-4bc3-4122-8d5f-83ecca10b1ce -updatedAt: '2026-03-15T16:17:56.679Z' createdBy: Jennie R.F. --- :::info diff --git a/content/wiki/cooperative-foundations--session-guides.md b/content/wiki/cooperative-foundations--session-guides.md index 0b3d350..763f086 100644 --- a/content/wiki/cooperative-foundations--session-guides.md +++ b/content/wiki/cooperative-foundations--session-guides.md @@ -4,7 +4,6 @@ collection: Cooperative Foundations path: Cooperative Foundations/Peer Support Playbook/Session Guides parentDocument: Peer Support Playbook outlineId: 62a75910-60e6-4018-9391-b4afbc50b419 -updatedAt: '2026-03-09T15:48:41.025Z' createdBy: Jennie R.F. --- diff --git a/content/wiki/cooperative-foundations--values-mapping.md b/content/wiki/cooperative-foundations--values-mapping.md index 797a35e..9a07710 100644 --- a/content/wiki/cooperative-foundations--values-mapping.md +++ b/content/wiki/cooperative-foundations--values-mapping.md @@ -6,7 +6,6 @@ path: >- Mapping parentDocument: Exercises and Prompts outlineId: fcba1d09-2356-4d69-9995-f512847ac552 -updatedAt: '2026-03-09T15:48:21.746Z' createdBy: Jennie R.F. --- When: Between Session 1 and Session 2 diff --git a/content/wiki/cooperative-foundations--why-what-how.md b/content/wiki/cooperative-foundations--why-what-how.md index 0d6897c..7b1a964 100644 --- a/content/wiki/cooperative-foundations--why-what-how.md +++ b/content/wiki/cooperative-foundations--why-what-how.md @@ -6,7 +6,6 @@ path: >- Prompts/Why-What-How parentDocument: Exercises and Prompts outlineId: ff5419e1-cfec-48fb-b988-67b8faaad067 -updatedAt: '2026-03-09T15:48:23.980Z' createdBy: Jennie R.F. --- ### The Why/What/How framework diff --git a/content/wiki/hub-user-guide--admin-guide.md b/content/wiki/hub-user-guide--admin-guide.md index e2c476b..18a6243 100644 --- a/content/wiki/hub-user-guide--admin-guide.md +++ b/content/wiki/hub-user-guide--admin-guide.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide parentDocument: null outlineId: 9433ff5a-c85e-48e4-883a-0b2fdca726c0 -updatedAt: '2026-03-16T10:36:57.289Z' createdBy: Jennie R.F. --- diff --git a/content/wiki/hub-user-guide--application-status-reference.md b/content/wiki/hub-user-guide--application-status-reference.md index fbaefb8..6cec709 100644 --- a/content/wiki/hub-user-guide--application-status-reference.md +++ b/content/wiki/hub-user-guide--application-status-reference.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reference/Application Status Reference parentDocument: Reference outlineId: 84ce9efa-0f15-4cb0-9036-2ef0757446d7 -updatedAt: '2026-03-16T10:44:57.218Z' createdBy: Jennie R.F. --- Every application moves through a defined set of statuses as it progresses from submission to final outcome. This page documents each status, what it means, and the valid transitions between them. diff --git a/content/wiki/hub-user-guide--assigning-reviewers.md b/content/wiki/hub-user-guide--assigning-reviewers.md index 3580135..cf90c4f 100644 --- a/content/wiki/hub-user-guide--assigning-reviewers.md +++ b/content/wiki/hub-user-guide--assigning-reviewers.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Assigning Reviewers parentDocument: Admin Guide outlineId: 0626a7d6-5fd6-4476-8050-565fe054f056 -updatedAt: '2026-03-16T10:36:59.329Z' createdBy: Jennie R.F. --- Reviewer assignment is a two-step process: first add reviewers to the cohort, then assign them to specific applications. All assignment is manual -- there is no auto-assignment. diff --git a/content/wiki/hub-user-guide--configuring-review-stages.md b/content/wiki/hub-user-guide--configuring-review-stages.md index 4f8ce70..2bc362e 100644 --- a/content/wiki/hub-user-guide--configuring-review-stages.md +++ b/content/wiki/hub-user-guide--configuring-review-stages.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Configuring Review Stages parentDocument: Admin Guide outlineId: c3442aae-6d96-4b49-a1b9-7556546ab483 -updatedAt: '2026-03-16T10:36:58.951Z' createdBy: Jennie R.F. --- Review stages define the evaluation pipeline for your cohort. Each stage has its own rubric, reviewer requirements, and settings. You configure stages from **Manage** > **Configure Stages** in the top navigation -- not from within the cohort view. diff --git a/content/wiki/hub-user-guide--customizing-the-apply-form.md b/content/wiki/hub-user-guide--customizing-the-apply-form.md index 3c40081..e7b3570 100644 --- a/content/wiki/hub-user-guide--customizing-the-apply-form.md +++ b/content/wiki/hub-user-guide--customizing-the-apply-form.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Customizing the Apply Form parentDocument: Admin Guide outlineId: e25f8302-206d-42a0-bf51-33173f5e764f -updatedAt: '2026-03-16T10:36:58.117Z' createdBy: Jennie R.F. --- The **Form** tab on the cohort page lets you customize the public application form's appearance and messaging. Changes are reflected on the live form at `/c/{cohort-slug}/apply`. diff --git a/content/wiki/hub-user-guide--email-tasks.md b/content/wiki/hub-user-guide--email-tasks.md index 2f70bf9..326dd1a 100644 --- a/content/wiki/hub-user-guide--email-tasks.md +++ b/content/wiki/hub-user-guide--email-tasks.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Email Tasks parentDocument: Admin Guide outlineId: 17b15055-b5dd-4753-8d75-11d17c87315b -updatedAt: '2026-03-16T10:45:55.367Z' createdBy: Jennie R.F. --- The **Email Tasks** tab tracks which applicants need to be notified and provides a record of completed notifications. It appears as a tab on the cohort page, with a badge count showing pending items. diff --git a/content/wiki/hub-user-guide--glossary.md b/content/wiki/hub-user-guide--glossary.md index 03eff9d..4612b46 100644 --- a/content/wiki/hub-user-guide--glossary.md +++ b/content/wiki/hub-user-guide--glossary.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reference/Glossary parentDocument: Reference outlineId: 6f6f07f0-86e2-44f6-95f0-60f3273e30c0 -updatedAt: '2026-03-16T10:37:04.188Z' createdBy: Jennie R.F. --- Key terms used throughout Cohort-OS and this documentation. diff --git a/content/wiki/hub-user-guide--interview-scheduling.md b/content/wiki/hub-user-guide--interview-scheduling.md index 7ae8ba7..6a19910 100644 --- a/content/wiki/hub-user-guide--interview-scheduling.md +++ b/content/wiki/hub-user-guide--interview-scheduling.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Interview Scheduling parentDocument: Admin Guide outlineId: 5b616a12-b83b-4172-a3c2-820424f1e927 -updatedAt: '2026-03-16T10:36:59.796Z' createdBy: Jennie R.F. --- Interview scheduling is handled through Cal.com integration. When applicants book interviews through Cal.com, the booking data flows into Cohort-OS automatically via webhooks. diff --git a/content/wiki/hub-user-guide--interviews.md b/content/wiki/hub-user-guide--interviews.md index 6272539..4a09bff 100644 --- a/content/wiki/hub-user-guide--interviews.md +++ b/content/wiki/hub-user-guide--interviews.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide/Interviews parentDocument: Reviewer Guide outlineId: 11cf13b6-f25d-4106-9b79-4a62b5be1fdc -updatedAt: '2026-03-16T10:41:14.384Z' createdBy: Jennie R.F. --- Interview stages follow the same scoring workflow as application review stages, with additional features for preparing, taking notes, and working with scheduled interview times. diff --git a/content/wiki/hub-user-guide--locking-reviews-consensus.md b/content/wiki/hub-user-guide--locking-reviews-consensus.md index c8c27c8..1d17d48 100644 --- a/content/wiki/hub-user-guide--locking-reviews-consensus.md +++ b/content/wiki/hub-user-guide--locking-reviews-consensus.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Locking Reviews & Consensus parentDocument: Admin Guide outlineId: 4447e500-7cb5-4d0b-8575-d397454af22f -updatedAt: '2026-03-16T10:37:00.182Z' createdBy: Jennie R.F. --- Locking is the mechanism that finalizes review scores for a stage and prepares an application for advancement or decision-making. Consensus data gives you a summary of how reviewers scored and what they recommended. diff --git a/content/wiki/hub-user-guide--logging-in-your-profile.md b/content/wiki/hub-user-guide--logging-in-your-profile.md index 4909e3f..b664299 100644 --- a/content/wiki/hub-user-guide--logging-in-your-profile.md +++ b/content/wiki/hub-user-guide--logging-in-your-profile.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Logging In & Your Profile parentDocument: null outlineId: 7b8477d7-dd5a-4863-af3e-db9749a9d30a -updatedAt: '2026-03-16T10:36:56.299Z' createdBy: Jennie R.F. --- This page covers how to access Cohort-OS for the first time, how to sign in on return visits, and how to manage your profile and security settings. diff --git a/content/wiki/hub-user-guide--making-decisions.md b/content/wiki/hub-user-guide--making-decisions.md index 0dc766e..c4e5af1 100644 --- a/content/wiki/hub-user-guide--making-decisions.md +++ b/content/wiki/hub-user-guide--making-decisions.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Making Decisions parentDocument: Admin Guide outlineId: 4e21d083-ac98-426f-ad7a-16bd409e0af2 -updatedAt: '2026-03-16T10:37:00.639Z' createdBy: Jennie R.F. --- The **Decisions** tab provides a ranked view of applicants and tools to record accept, waitlist, or decline decisions. It appears when the cohort reaches the `decide` stage. diff --git a/content/wiki/hub-user-guide--managing-applications.md b/content/wiki/hub-user-guide--managing-applications.md index fadf602..1fd25c6 100644 --- a/content/wiki/hub-user-guide--managing-applications.md +++ b/content/wiki/hub-user-guide--managing-applications.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Managing Applications parentDocument: Admin Guide outlineId: 65211144-91e6-4be9-93f7-f2279e789acc -updatedAt: '2026-03-16T10:36:58.550Z' createdBy: Jennie R.F. --- The **Applications** tab is the primary workspace for managing submitted applications. It provides search, filtering, grouping, inline actions, and bulk operations. diff --git a/content/wiki/hub-user-guide--navigating-the-app.md b/content/wiki/hub-user-guide--navigating-the-app.md index 197e6a7..10465bd 100644 --- a/content/wiki/hub-user-guide--navigating-the-app.md +++ b/content/wiki/hub-user-guide--navigating-the-app.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Navigating the App parentDocument: null outlineId: 42cdfea8-3953-4077-9ba3-46ed753326ba -updatedAt: '2026-03-16T10:36:56.737Z' createdBy: Jennie R.F. --- This page explains the top navigation bar, what each section contains, and how navigation differs by role. diff --git a/content/wiki/hub-user-guide--onboarding.md b/content/wiki/hub-user-guide--onboarding.md index 359d74c..9fa910a 100644 --- a/content/wiki/hub-user-guide--onboarding.md +++ b/content/wiki/hub-user-guide--onboarding.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Onboarding parentDocument: Admin Guide outlineId: 0745a851-aceb-43c1-a22d-92f764e8e709 -updatedAt: '2026-03-16T10:45:16.983Z' createdBy: Jennie R.F. --- The **Onboarding** tab tracks post-acceptance tasks for accepted participants. It appears when the cohort reaches the `onboard` stage. diff --git a/content/wiki/hub-user-guide--recommendations.md b/content/wiki/hub-user-guide--recommendations.md index 5ddb6b4..ec0d884 100644 --- a/content/wiki/hub-user-guide--recommendations.md +++ b/content/wiki/hub-user-guide--recommendations.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide/Recommendations parentDocument: Reviewer Guide outlineId: 612693f3-7a23-4d13-8a58-0850d14c0594 -updatedAt: '2026-03-16T10:37:06.235Z' createdBy: Jennie R.F. --- After scoring all criteria for an application, you select a recommendation. This is your overall judgment on what should happen next with the applicant. diff --git a/content/wiki/hub-user-guide--reference.md b/content/wiki/hub-user-guide--reference.md index 7962988..f187e10 100644 --- a/content/wiki/hub-user-guide--reference.md +++ b/content/wiki/hub-user-guide--reference.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reference parentDocument: null outlineId: 2d3cf156-9198-4967-863d-3bc3d2897610 -updatedAt: '2026-03-16T10:37:02.769Z' createdBy: Jennie R.F. --- diff --git a/content/wiki/hub-user-guide--reviewer-guide.md b/content/wiki/hub-user-guide--reviewer-guide.md index 08beb4c..93f12f6 100644 --- a/content/wiki/hub-user-guide--reviewer-guide.md +++ b/content/wiki/hub-user-guide--reviewer-guide.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide parentDocument: null outlineId: ab0823e9-9a8f-49cd-9bc8-6e7ec9b219ae -updatedAt: '2026-03-16T10:37:04.562Z' createdBy: Jennie R.F. --- diff --git a/content/wiki/hub-user-guide--rubric-scoring-details.md b/content/wiki/hub-user-guide--rubric-scoring-details.md index cebab00..79c2ecb 100644 --- a/content/wiki/hub-user-guide--rubric-scoring-details.md +++ b/content/wiki/hub-user-guide--rubric-scoring-details.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reference/Rubric & Scoring Details parentDocument: Reference outlineId: 2b76b72d-6a6b-4019-8527-629958f1c411 -updatedAt: '2026-03-16T10:37:03.752Z' createdBy: Jennie R.F. --- This page covers how scoring works end to end in Cohort-OS -- from how rubrics are structured, through per-criterion scoring by individual reviewers, to how consensus scores are calculated across the review panel. diff --git a/content/wiki/hub-user-guide--scoring-an-application.md b/content/wiki/hub-user-guide--scoring-an-application.md index 5e7b898..df2fae2 100644 --- a/content/wiki/hub-user-guide--scoring-an-application.md +++ b/content/wiki/hub-user-guide--scoring-an-application.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide/Scoring an Application parentDocument: Reviewer Guide outlineId: edea1723-8a83-4298-87d1-e47e62068c3b -updatedAt: '2026-03-16T10:42:44.293Z' createdBy: Jennie R.F. --- The guided scoring interface walks you through each rubric criterion one at a time, then asks for your overall recommendation. This is where you do the actual work of evaluating an application. diff --git a/content/wiki/hub-user-guide--self-assessments.md b/content/wiki/hub-user-guide--self-assessments.md index 44bf239..7756382 100644 --- a/content/wiki/hub-user-guide--self-assessments.md +++ b/content/wiki/hub-user-guide--self-assessments.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Self-Assessments parentDocument: Admin Guide outlineId: ec9b6894-fc9b-4e12-b70c-f067591755b0 -updatedAt: '2026-03-16T10:45:44.998Z' createdBy: Jennie R.F. --- Self-assessments are confidential surveys sent to individual team members of applicant studios. They are typically used during later interview stages to gather independent perspectives from each team member. diff --git a/content/wiki/hub-user-guide--setting-up-a-cohort.md b/content/wiki/hub-user-guide--setting-up-a-cohort.md index 7ec6dad..74d1da5 100644 --- a/content/wiki/hub-user-guide--setting-up-a-cohort.md +++ b/content/wiki/hub-user-guide--setting-up-a-cohort.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Setting Up a Cohort parentDocument: Admin Guide outlineId: 8411087d-c82f-41cb-bb1a-8c48df950248 -updatedAt: '2026-03-16T10:36:57.703Z' createdBy: Jennie R.F. --- This page covers how to configure an existing cohort. Cohort creation is handled by system administrators -- once a cohort exists, you configure it from the cohort page. diff --git a/content/wiki/hub-user-guide--team-settings.md b/content/wiki/hub-user-guide--team-settings.md index bef9305..db258b5 100644 --- a/content/wiki/hub-user-guide--team-settings.md +++ b/content/wiki/hub-user-guide--team-settings.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Admin Guide/Team & Settings parentDocument: Admin Guide outlineId: 3ffd4182-c58f-49e8-b90e-e9d4a95aeacb -updatedAt: '2026-03-16T10:45:14.839Z' createdBy: Jennie R.F. --- Team management and the activity feed are accessed from the **Manage** dropdown in the top navigation. These pages let you invite users, assign roles, and monitor what is happening across your organization. diff --git a/content/wiki/hub-user-guide--understanding-rubrics.md b/content/wiki/hub-user-guide--understanding-rubrics.md index dc9c818..0910393 100644 --- a/content/wiki/hub-user-guide--understanding-rubrics.md +++ b/content/wiki/hub-user-guide--understanding-rubrics.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide/Understanding Rubrics parentDocument: Reviewer Guide outlineId: 9aa4493a-4596-4e7a-a3fb-0f276656528d -updatedAt: '2026-03-16T10:37:05.843Z' createdBy: Jennie R.F. --- Rubrics define the criteria you score applications against. They are created and managed in Flywheel, the external assessment engine, and loaded automatically when you open the scoring interface. diff --git a/content/wiki/hub-user-guide--your-dashboard.md b/content/wiki/hub-user-guide--your-dashboard.md index 4e9dfe2..4e791ec 100644 --- a/content/wiki/hub-user-guide--your-dashboard.md +++ b/content/wiki/hub-user-guide--your-dashboard.md @@ -4,7 +4,6 @@ collection: Hub User Guide path: Hub User Guide/Reviewer Guide/Your Dashboard parentDocument: Reviewer Guide outlineId: 976f1747-e097-4cea-a3e4-ecf804ff6b99 -updatedAt: '2026-03-16T10:43:49.075Z' createdBy: Jennie R.F. --- The **My Reviews** dashboard is your home base. It shows every application assigned to you, organized by urgency so the most important items surface first. diff --git a/content/wiki/internal-guides--applicant-interviews.md b/content/wiki/internal-guides--applicant-interviews.md new file mode 100644 index 0000000..098b7cb --- /dev/null +++ b/content/wiki/internal-guides--applicant-interviews.md @@ -0,0 +1,52 @@ +--- +title: Applicant Interviews +collection: Internal Guides +path: Internal Guides/Applicant Interviews +parentDocument: null +outlineId: f7cc13bd-34f0-489d-99cb-81c08402467d +createdBy: Jennie R.F. +--- +Part of your role as a Peer Support is helping us select the studios for each cohort. You'll be involved in second round interviews only - eileen and Jennie handle eligibility screening and first round interviews, including checking that all application materials are accessible and in order. + +### How it works + +You'll be asked to attend a maximum of 2 second round interviews over a two-to-three week period. Each interview can be up to 90 minutes, though some are shorter. Two peer supports attend each interview. + +When an interview is scheduled, you'll get a notification in Slack (in the #bg-cohort-6-interviews channel). To sign yourself up, emoji-react to the notification with βœ‹. You'll receive a calendar invite once you've signed up. If your schedule changes and you need to cancel, please let eileen and Jennie know ASAP. + +### Before each interview + +Before your interview, you'll have access to the applicant's full application, the application review, and first round reviews through [hub.babyghosts.org](https://hub.babyghosts.org/). You can see what's already been discussed, what questions have been answered, and how the studio scored in the first round. + +A Question Bank is pinned in the Slack canvas for your peer support channel. It's a starting point - you don't have to stick to it, but the questions in there are designed to help with your scoring based on our rubric. + +Take some time to review before each interview. + +### During the interview + +Think of the interview as a conversation, not an interrogation. You're trying to understand who this team is, how they work together, and whether they're ready for what this program asks of them. + +Pay attention to how the team interacts with each other during the interview - not just what they say. Some of the most useful information comes from watching team dynamics in real time. + +### Scoring + +After each interview, you'll score the studio through your reviewer account on [hub.babyghosts.org](https://hub.babyghosts.org/). The scoring rubric is built into the interface, so you'll see the criteria and rating descriptions as you go. + +In addition to the rubric scoring, you'll do a qualitative assessment before making your final recommendation, covering: + +* **Pain point awareness** - Do they know where they're struggling? A team that can name their challenges with some nuance is in a very different place than one that says everything's fine. +* **Openness to feedback** - Can they receive input without getting defensive or dismissive? The program involves being willing to learn and make changes. +* **Team dynamics** - Is everyone participating? Are they communicating well with each other? Are there power imbalances that concern you? +* **Cohort fit** - Do they get that this is about giving and contributing, not just taking? Do they seem like they'd mesh well with the community? + +### Your comments matter! + +The comments field is really important. We read qualitative comments closely when reviewing scores. If you write "this team absolutely has to be in" or flag a specific concern, that carries a lot of weight. Don't be shy - we trust your instincts! + +### How final decisions are made + +After all interviews are done, the full group of peer supports gathers to make final selections together. We don't automatically accept the highest scoring studios. Rather, we talk about which teams we feel we can best support, how well teams fit with each other and whether studios seem likely to participate actively. + +Community participation carries significant weight because without it, teams don't get to practice what they're learning and see it in action from other studios. Also, a team might be a great fit for one cohort and not another. We do consider the overall diversity of the cohorts and prioritize groups that have been underrepresented in our past cohorts. + +This is also when you'll indicate which studios you're most interested in working with, which feeds into the matching process. We can't guarantee that you'll get your top pick, but we'll try our best! diff --git a/content/wiki/internal-guides--peer-support-manual.md b/content/wiki/internal-guides--peer-support-manual.md new file mode 100644 index 0000000..bbc3399 --- /dev/null +++ b/content/wiki/internal-guides--peer-support-manual.md @@ -0,0 +1,353 @@ +--- +title: Peer Support Manual +collection: Internal Guides +path: Internal Guides/Peer Support Manual +parentDocument: null +outlineId: f608e07f-476f-48fc-9efa-e081e6fc6e04 +createdBy: Jennie R.F. +--- +**Thank you for your interest in becoming a Baby Ghosts Peer Support!**Β Please take some time to read through this manual, as our peer support programβ€”like our Cooperative Foundations programβ€”is pretty unique. + +### What does it mean to be a Peer Support? + +As *facilitators and supports* for program participants, we don't consider ourselves experts; rather, we consider ourselves peers! (It's right in the name.) It's ok if you don't know all there is to know about running a coop or creating worker-centric operating models. We are all figuring this stuff out together, and this manual is a starting point. + +We strive to centre and prioritize people who are socially and structurally marginalized in the game industry, and that includes as Peer Supports. We hope the opportunity to support the development of new studios is enriching for you, too, and our program coordinators (eileen and jennie) are here to provide guidance and an ear when you need it. + +## Baby Ghosts' Values and Principles + +In everything we do, we lead with our values. Baby Ghosts is a member organization with collective values we expect to be lived and shared with all members of our community. + +!\[\[Values\]\] + +### Cooperative Foundations Program Principles + +In addition to our organizational values, we embrace the following principles when delivering our Cooperative Foundations program. + +* We are **anticapitalist**, and reject standard industry practices that exploit workers and prioritize profit over wellbeing +* Our focus is on researching, creating, and supporting **cooperative and worker-centric studio models** in our program and beyond +* We prioritize **marginalized individuals**, especially IBPoC, in both Peer Support and studio selection +* We are transparent about existing power imbalances in our organization and the wider industry. We are putting in place specific strategies to mitigate the negative effects of these dynamics, such as: + * Creating opportunities for underrepresented folks to take on **decision-making positions** on our board, as Peer Supports and jurists + * To the best of our ability, insulating and supporting our studios, board members, and Peer Supports from the online harassment that can take place in this industry + * Adapting the program as we go to make it as supportive as possible + * Focusing on sustainability over growth + +### Acknowledging Our Context + +We acknowledge our current status as a predominantly white space and are committed to changing this! You can help by: + +* Addressing this reality and its implications + * Being clear and upfront about this context with program participants + * Explaining the limits of the program and what topics peer support is able to address +* Naming issues as they arise so they can be further discussed and addressed +* Working on strategies to mitigate harmful power dynamics with us during check-in meetings +* Actively working to centre marginalized voices, especially IBPOC + * Checking in to give space to others who may not have talked as much + * Bolstering participants and encouraging them to take opportunities to present their work + +## Cooperative Foundations Program + +The Cooperative Foundations programΒ *doesn't* teach game development. Studios that take part in our program are already capable of developing their games and are seeking *cooperative studio development* support. Here's what we focus on in our mentorship: + +* Actionable values +* Decision-making and prioritization +* Collaboration and process development +* Co-op studio structures and value flow +* Governance and policy development +* Collective decision-making +* Team and project management +* Studio story development +* Solidarity strategies +* Work/life balance + +Additional benefits of the program include: + +* A **safe and open place** to talk about what games mean to us +* A **structured environment** for creative expression and collaboration +* Opportunities for peer learning and support +* Access to a **broader community** for game design and studio development support +* **Resources and networking** with past participants, educators, academics, industry supports, and funders + +Teams are all working on developing a cooperative, worker-centric studio.Β Studio sizes have ranged from 2 to 15 people, although we tend to lean towards smaller studios (2-7). They come from across Canada, and a majority of each team identifies as marginalized or underrepresented in the industry. + +Part of the Peer Support role includes helping us decide on our participating studios. + +### Program Structure + +* Duration: 2 months +* Cohort size: 5 teams (selected through an application process) +* Components: + * Weekly curriculum presentations + * Weekly peer support meetings + * Social activities and networking events + +\[\[#Detailed Schedule|More detailed schedule here\]\] + +### Program Goals + +* Create **collaborative connections** between new folks and experienced developers/founders for mutual learning and support +* Offer **funded time** to build solid studio foundations +* Support participants in becoming **makers, mentors, collaborators, and friends** +* Contribute to **systemic industry transformation** that prioritizes workers, inclusion, and autonomy + +### Worker-Centric Approaches + +We believe that **cooperative** and worker-centric development environments are fundamental to the ethical creation of games. + +When we say worker-centric, we mean placing the wellbeing, rights, and needs of game workers at the centre of game development. This means: + +* Living wages and profit-sharing that reflect the value of labour +* Transparent salaries +* Rejection of "crunch" practices and unpaid overtime +* Encouragement of work-life balance +* Authentic effort to hire and support marginalized people +* Accessible workspaces (both physical and digital) +* Regular anti-racism/anti-oppression and equity training +* Zero-tolerance for harassment and abuse +* Open and anonymous communication channels for reporting issues +* Mental health support and resources +* Flat or horizontal organizational structures +* Collective decision-making processes on major project directions +* Workers have a say in the types of projects that are taken on +* Regular synchronous meetings with the full team for transparency and input +* Exploration of cooperative ownership models +* Credit and recognition for individual contributions +* Protection of workers' intellectual property rights +* Remote work options +* Flexible hours +* Support for workers with caregiving responsibilities + +### Detailed Schedule + +We've made some changes and the program now runs two months instead of six. Here are the activities: + +* Weekly group sessions (1 hour) + * You will lead one of the workshop +* Weekly one-on-one check-ins with your assigned studio (1 hour) + * Support them in exploring their 'pain points' and identifying what areas they need to work on + * Facilitate them in exploring the topics raised in the weekly group sessions + * Guide them through articulating their values +* Networking/social events (1 hour every two weeks) +* Weekly/bi-weekly peer support check-in with the peer support support person (15-30 mins) + * Discuss areas the one-on-one check-ins and where studios may need additional support + * Debrief about the peer support process and any concerns + +### Estimated Time Commitment + +The following is an estimate of the time involved in each part of the role, so you know what to expect. Your contract is for a flat fee for the full program, not tied to exact hours logged. We ask that you track your time to help us refine these estimates and to help you notice early if the workload feels off. If you're consistently going over, let us know so we can adjust together. + +| Activity | Hours | Description | +|----------|-------|-------------| +| Peer Support Pre-Planning/Training Meetings | 3 | For pre-planning meetings, we are asking each person to come to 1 interview training, 1 overall planning meeting, and 1 workshop planning meeting. | +| Mentor workshop prep | 2 | For preparing your workshop outside of the above meetings. | +| Applicant interviews | 3 | We are only asking peer supports to come to the second stage interviews. We are budgeting for 2 interviews per mentor. | +| Deciding on applicants (1.5 hr meeting) | 2 | 1.5hr meeting. Extra time for brief applicant review. | +| Mentor-team meetings | 8 | 1 hour meeting each week. | +| Mentor-led workshops (8 total) | 10 | Attending workshops/kickoff & wrap-up including your own. | +| Mentor debriefing as needed (1/week) | 4 | Peer support peer support meetings. 15 - 30 mins a week. | +| Extra time for activities | 3 | | +| Extra time on Slack working with peers | 5 | | +| | | | +| **Total hours per peer support** | 40 | | +| **Rate** | $ 50.00 | | +| **Total Compensation** | **$2,000.00** | | + +# Peer Support Program + +## Selection Process + +Peer Supporters are selected through an application and interview process that is extended to members of our community, including past program participants. It is not an open call at this time. + +## Onboarding + +Peer Supporters are selected and onboarded about two months ahead of the Cooperative Foundations start date. During those two months, you will participate in regular planning meetings to update our curriculum, learn the material, brainstorm strategies, and get to know the rest of the group. + +Please familiarize yourself with our [curriculum](https://learn.weirdghosts.ca/studio-development) and learning resources. Know that we are will be adapting this curriculum before the program together. + +## Self-Care and Boundaries + +πŸ«‚ Ensure you have your own supports in place outside of the program. Engage in regular self-reflection and do your best to take care of your own well-being! + +🌱 You are a Peer Support, not a therapist. Sometimes conversations with studios can be a little intense or emotional. You can facilitate some of that space, but you are not expected to be a professional. It is acceptable and important to say "this is outside of what I am able to facilitate." Ask your program coordinators if you need help setting those boundaries. + +⏰ Be clear about your time commitments with the program coordinators and the participants! If your capacity changes or you're feeling overloaded, let us know! **Keep track of your hours and make sure you're not doing more than required.** + +❌ Don't overextend! Maybe you've made a great connection with a studio and have some extra time to support them in Slack. That's okay, but make sure you're checking in with yourself and your own time commitments. You are not expected to be there for studios 24/7. + +πŸ‘» Don't hesitate to reach out to eileen and jennie (the program coordinators) if you need support. + +## Matching + +During the application review process, we will also discuss studios that each Peer Support is most interested in working with. Peer Supports will list their top three choices and we will do our best to match each person with one of their top choices. + +As a Peer Support, you will work primarily with one studio throughout the program, although this doesn't mean you can't call on other Peer Supports' expertise at times. For example, if another one of the Peer Supports is an expert in pitch deck review and you're an expert in project management, you can ask if they'd be willing to swap studios for a week. + +### Mismatches + +If you're having trouble working with your studio and it feels like there is a mismatch, contact the peer coordinators. We will work with you to resolve the tension, or get you paired with another studio if necessary. + +## Building Trust + +Even with our framing of Peer Supports as peers to our studio members, it is important to acknowledge the implicit power dynamic between those seen in other contexts as mentors/teachers and learners. To build mutually respectful relationships with these studio members: + +* Be aware of your own positionality and biases +* Communicate clearly about your needs and capacity +* Participate in networking events to connect with participants early in the program +* Actively work to centre marginalized voices within the program +* Encourage and facilitate participant-led discussions and initiatives +* Be open and willing to share your own experiences, including failures +* Show that you value the unique perspectives and experiences of each participant +* Create a judgment-free space + +## Creating Accessible and Inclusive Sessions + +It's important that we work to make our sessions accessible to all participants. Here are some practices to incorporate: + +### Scheduling and Calendar Management + +Ensure every peer‑support meeting is scheduled **at least two weeks in advance**, with invitations pushed both to the shared "Peer Support" Google Calendar and the cohort channel. Avoid last-minute calendar invites as this is exclusionary and inconvenient. + +Note "no meeting" periods, such as the between-stages break and holidays. Ask for members to check in via Slack once a week or so when live sessions are paused. + +If you are overwhelmed by calendar notifications, please check in with the coordinators for support wrangling and filtering them to what is essential for you! + +#### Attendance and Responsiveness + +Everyone should have RSVPd to calendar events by at least 48 hours prior to a meeting. Poke anyone who has not responded by then. If not all studio members are available, ask if rescheduling is needed (the majority of members should be present for ALL Peer Support meetings). + +Set an expectation that your studio should be checking the Slack channel at least twice weekly. If your studio goes silent for over a week, you may need to DM them or request support from the program coordinators. + +### Before Sessions + +* Send materials in advance when possible +* Provide multiple ways to engage (verbal, written, anonymous) +* Be clear about recording policies and obtain consent: + * Notify the group if you will be recording the session + * Explain how and where recordings will be shared + * Offer to pause recording for sensitive contributions + * Detail how transcripts will be handled (including privacy considerations) + +### During Sessions + +* Offer regular check-ins with participants' bodies and energy levels +* Provide multiple ways to contribute thoughts – including verbal, chat, or asynchronous (especially for slower processors) +* Acknowledge when topics might be activating or triggering, taking into account members' location within the industry +* Schedule breaks and encourage participants to ask for breaks +* Validate different communication styles +* Explicitly welcome movement, stepping away, and self-care + +### After Sessions + +* Provide ways for asynchronous contribution +* Follow up with resources +* The session note‑taker should post key action items and a link to the recording and Miro board in the studio channel promptly. +* Encourage a weekly "capacity" status update in Slack: a quick "πŸ‘ good" / "⚠️ limited" / "❌ unavailable" post - you can and should do this, too! + +### Creating Safety Without Hierarchy + +Remember that creating safety doesn't mean imposing rigid structures or positioning yourself as an authority. Instead: + +* Acknowledge your own subjectivity and limitations! +* Validate the wisdom participants bring! +* Be transparent about your role as a peer facilitator, not an expert! +* Create collective agreements rather than rules! + +> "You don't know more than the people you're working with. You just know different things." – Russ Christianson + +## Inclusive Language and Behaviour + +A safe, stress-free and inclusive environment must be maintained at all times. Here's how you can do your part: + +### Respect Diverse Identities + +* Do not make assumptions about identity, experiences, or pronouns. Always use a person's pronouns if they've been communicated, and ask for clarity if you're not sure. +* Allow participants space and time to disclose as much or as little information about their identity and background as they wish. +* Treat all participants with respect and assume they know more about what they are trying to create than you do. +* Do not use ableist language +* Let participants do their own work. If you're frustrated by a participant's learning speed, you're in the wrong place. + +### "Do"s and "Don't"s for Respectful Critique and Discussion + +| Instead of… | Try… | +|:------------|:-----| +| "This doesn't make sense." | **Help articulate problems**Β "Can you explain your thought process?" | +| "No." | "Have you tried..." "Yes, and…" | +| "That's not how you do it." | "Let's try to brainstorm how we can improve this together." | +| "This is just like \[Idea X\]." | "Check out these projects – they're doing something similar. What can we learn from them?" | +| "Do you have any questions?" | **Encourage questions, and respond to them positively**Β "What questions do you have?" "What an interesting question! I've wondered that myself." | + +## Communication Guidelines + +* Practice **active listening** +* Provide feedback with care + * Honour where participants are and the decisions they've made so far + * Offer support without trying to make decisions for the team +* Be clear about your availability and boundaries + * Don't overextend yourself; if you need support, ask the program coordinators + * It is your responsibility to communicate clearly about your capacity. If you feel unable to fulfill your roles and responsibilities, let program coordinators know as soon as you can. Zero judgment! +* Use inclusive language and respect participants' identities and pronouns + +When engaging with participants on Gamma Space/Baby Ghosts Slack, please: + + +1. Default to communicating through the shared channel for the event or program. +2. Encourage participants to engage by responding to their posts. +3. Do not initiate private messages to participants without the explicit consent of the participant. +4. Follow our [Code of Conduct](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Code+of+Conduct) – it applies to both in-person and online interactions. + +> \[!NOTE\] Understand that safety and boundaries mean different things to different people. *Always ask if you're unsure.* + +## Facilitation + +As a Peer Support, you are not expected to be a teacher or to be all-knowing. You are here to help support and encourage participants as they navigate their own studio development journey. + +### Your role and responsibilities + +We expect you to: + +* Understand that as a Peer Support you are a collaborator rather than a teacher or instructor. Do away with hierarchical thinking! +* Contribute to **curriculum development** prior to the start of the program +* Participate in **selecting the cohort** from our applications +* **Facilitate a workshop** +* Participate in **regular planning and check-in meetings** during the program +* Participate in ongoing **self-reflection** and open discussion about power, privilege, and equity + +### Weekly sessions + +The goals of the weekly one-on-one sessions with your assigned studio are: + +* Guide members through the [Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467) or Layers of Effect exercise to explore the weekly workshop topic in depth + +### How to run a session + +#### Meeting Roles + +Before each session, assign a facilitator (does not have to be a Peer Support!), a note-taker (to capture any decisions or action items), a tech lead (if recording – by consent of all present only!), and a timekeeper. + +#### Session Content + +Think of each session as a conversation. You are there as a *peer*. + +During the program, your weekly sessions will be **centred around a weekly set topic for the whole cohort** based on the curriculum. + +We highly suggest using the [Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467) exercise on Miro to organize the group's thoughts. For example, *Why* are actionable values important to us? *What* can we do to implement our values? *How* will we do this? Another useful tool is Layers of Effect for supporting decision-making. + +We recommend that Peer Supports encourage studios to reflect on the weekly topic in advance of the meeting. + +* Start by checking in with each other for 5-10 minutes in a fun or casual way +* Ideally, you'll have your focus already, but take time to ask the studio what they are working on and where they need support +* Prepare as much as you can in advance, but be ready to adapt your approach based on the group's needs +* Encourage participation from everyone, helping quieter people speak up and moderating more dominant voices (program coordinators can also help with this) +* Leave time to check out at the end of the meeting + +⏰ Stay on schedule! Do your best to stick to a 1-hour meeting. Sometimes, the real "meat" of an issue doesn't come up until near the end and needs a bit of extra time. Occasionally going overtime on your 1 hour peer support session is only okay if both sides agrees and are mindful/respectful of each other's time and labour. + +😢 If you're stuck with a studio, a good place to return to is the **[Why, What, How](https://miro.com/app/dashboard/?tpTemplate=uXjVNhP4wjQ%3D&isCustom=true&share_link_id=424922932467)** exercise. You can also always stop a meeting a little early and reach out to program coordinators for advice on how to facilitate. We will provide you with resources and tools. + +## Conflict Resolution + +* Approach conflicts through the lens of[ Loving Justice](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Loving+Justice) +* Familiarize yourself with Baby Ghosts' [conflict resolution procedures](https://publish.obsidian.md/baby-ghosts-corp-docs/Public/Policies/Conflict+Resolution+Policy) + * Recognize when to involve staff in addressing conflicts +* Don't hesitate to ask the program coordinators for support diff --git a/content/wiki/internal-guides--quick-reference.md b/content/wiki/internal-guides--quick-reference.md new file mode 100644 index 0000000..919e129 --- /dev/null +++ b/content/wiki/internal-guides--quick-reference.md @@ -0,0 +1,23 @@ +--- +title: Quick Reference +collection: Internal Guides +path: Internal Guides/Quick Reference +parentDocument: null +outlineId: e7e0615f-3e39-4eb1-b676-af3b890df74b +createdBy: Jennie R.F. +--- +* Meeting structure + * 5-10 min check-in + * Pain point discussion + * Why-What-How exercise + * -OR- Homework Activity and exercise + * 5 min checkout +* You're a peer, not a therapist or teacher!! + +## COMMON ISSUES + +If studio members aren't actively participating in sessions, try rotating who leads check-ins or other roles (such as note-taking); use collaborative tools like Slido or our foundational Miro exercises that allow multiple ways to contribute. + +If your studio has interpersonal conflict affecting their work, use the Why-What-How framework to help them articulate shared values, remind them of conflict resolution resources, and know when to involve program coordinators. + +If your studio feels overwhelmed by program content, help them prioritize 1-2 focus areas that will create the most impact for their specific situation rather than trying to implement everything at once. diff --git a/content/wiki/ontario-hub--ontario-funding-landscape.md b/content/wiki/ontario-hub--ontario-funding-landscape.md deleted file mode 100644 index c0ab88b..0000000 --- a/content/wiki/ontario-hub--ontario-funding-landscape.md +++ /dev/null @@ -1,164 +0,0 @@ ---- -title: Ontario Funding Landscape -collection: Ontario Hub -path: Ontario Hub/Ontario Funding Landscape -parentDocument: null -outlineId: e8c241c0-7c0f-45c8-919f-e4b3affc8c42 -updatedAt: '2026-03-16T16:06:00.507Z' -createdBy: Jennie R.F. ---- -- [ ] Explain ideas for experimental R&D - - ---- - -OIDMTC details, Ontario Creates funding programs, any provincial co-op incentives, GTA-specific resources. Feeds into Session 6 content. - -## OIDMTC 40% labour credit - -[Ontario Interactive Digital Media Tax Credit](https://ontariocreates.ca/tax-incentives/oidmtc) is an extremely valuable incentive for ON studios. - -(Note: studios can claim 3 years from fiscal year end retroactively!!) - -It provides: - -* a refundable tax credit of 40% on eligible Ontario labour expenditures for studios that develop and self-publish their own games (weirdly called "non-specified products") -* up to $100,000 in marketing and distribution expenditures per product -* Fee-for-service work earns a 35% credit. - -*There is no annual cap on eligible labour expenditures* - -Administered through Ontario Creates (which issues a certificate of eligibility) and the CRA (which processes thje credit on the T2). - -Studios must apply within 18 months of the tax year **in which a product was completed** - -Administration fee is 0.15% of eligibile expenditures ($1,000-$10,000) - -There are 4 streams, with different requirements. - - -1. Non-specified (own IP, self-published) - - - 1. 40% - 2. 80/25 rule; product must be completed; revenmue stream required. -2. Specified (fee-for-service) - - - 1. 35% - 2. 80/25 rule; arm's-length purchaser; product completed -3. Qualifying digital game corporation - - - 1. 35% - 2. Min $1M Ontario labour over 36 months; product need not be completed -4. Specialized digital game corporation - - - 1. Min $500K Ontario labour/year; 80%+ payroll or 90%+ revenue from games; annual filing - -### The 80/25 rule - -* 80% of total dev labour must be performed in Ontario -* 25% must be paid as wages to employees of the claiming corporation (**not contractors**) - * This second requirement is particularly important for co-ops. Worker-members ***must be on payroll*** receiving T4 slips to count toward the 25% employee test. If a co-op treats its members primarily as independent contractors, it will likely fail this threshold. -* \ - -### Stacking OIDMTC - -#### SR&ED - -Studios can claim OIDMTC and SR&ED credits in the same year, but *cannot claim the **same** labour expenditures under both programs.* - -Approach ideas: - -* Allocate experimental R&D work\[^1\] to SR&ED and regular game dev work to OIDMTC - -SR&ED provides a 35% refundable credit for CCPCs on the first $6 million in qualifyinf expenditures. - -Studios should also claim the Ontario Innovation Tax Credit (OITC), which provides an additional 10% refundable credit on SR&ED expenditures in Ontario - -Now includes capital expenditures - for equipment - -SR&ED credits are not considered "government assistance" that would reduce OIDMTC eligible expenditures - -#### NRC IRAP - -NRC IRAP providesΒ non-repayable grantsΒ for innovative R&D *projects* with clear milestones (vs sr&ed which is for broader annual activities). You must be able to cover 20% of wage costs and 50% of contractor costs. - -You can claim IRAP on a subset of your work, then claim tax credits on everything - -**Important:** Requires pre-approval before project start. Cannot be claimed retroactively. Not all work qualififies. It needs to be "innovative" risky R&D. You really need to build trust with your assigned Industrial Technology Advisor. - -#### Canada Media Fund - -Experimental Stream: - -* Development funding: Up to $15,000 -* Production funding: Up to $250,000 -* Marketing funding: Up to $30,000 - -Approach: - - -1. Use CMF for production costs (voice acting, music licensing, marketing, equipment rental) -2. Use OIDMTC/SR&ED for internal labour costs - -##### Eligibility - -* Canadian ownership, control, and key personnel -* Innovative and experimental -* Cultural or educational value -* Public distribution – requires digital distributor -* Provide very detailed project plan and budget - -#### Provincial grants - -##### Ontario Creates - -* Interactive Digital Media Fund (IDM Fund): Up to $250,000 for development/production -* Market Development Programs: Travel, marketing, partnership support - - -\ -##### Ontario Arts Council - - -#### Toronto Arts Council - -#### Youth employment programs - - -### Eligibility - -* For-profit cooperative corporations can likely claim it. - * legislation requires only "Canadian corporation" status without specifying incorporation type, ***though co-ops must ensure for-profit structure, employee treatment of worker-members (for the 25% employee test), and should seek professional confirmation given no explicit co-op guidance exists in the program.*** - -## Functional cooperative legal framework - -* federal patronage dividend deductions - -## Dense GTA support ecosystem - -* Ontario Creates funding up to $300K -* But EVERYTHING designed with standard corporations in mind - * Coops are not *excluded,* but they are never explicitly addressed. This creates ambiguity that studios need to resolve with program admins and tax/accountants. -* \ - - ---- - - -## What (Ontario) coops should do - -* Coops should incorporate as *for-profit* under CCA if they want to take advantage of any of these opportunities. -* Track EVERY expense carefully from the first day of development - start nOW!! -* Put workers on payroll – must be *employees* not contractors to claim credits -* Join the OCA and CWCF for development support and the Tenacity Works loan fund -* Do Futures Forward training to unlock Ontario Creates (IF less than 3 years in IDM) -* Begin claiming OIDMTC from the first eligible tax year -* Carefully separate SR&ED-eligible experimental work -* Get in touch with program admins at OC EARLYT to confirm eligibility before applying -* \ - -\[^1\]: Work must address technological uncertainty through systematic investigation diff --git a/content/wiki/resources--central-ontario-hub.md b/content/wiki/resources--central-ontario-hub.md new file mode 100644 index 0000000..d261c23 --- /dev/null +++ b/content/wiki/resources--central-ontario-hub.md @@ -0,0 +1,9 @@ +--- +title: Central (Ontario) Hub +collection: Resources +path: Resources/Central (Ontario) Hub +parentDocument: null +outlineId: f13567da-1094-46e9-80ab-c8d2f3720353 +createdBy: Jennie R.F. +--- + diff --git a/content/wiki/resources--communication-norms-guide.md b/content/wiki/resources--communication-norms-guide.md new file mode 100644 index 0000000..704fcb0 --- /dev/null +++ b/content/wiki/resources--communication-norms-guide.md @@ -0,0 +1,179 @@ +--- +title: Communication Norms Guide +collection: Resources +path: Resources/Communication Norms Guide +parentDocument: null +outlineId: a3cd4519-be7f-48d7-84b1-b1d0f2d4aa9a +createdBy: Jennie R.F. +--- +*A guide for cooperative game studios to establish shared expectations around how you communicate with each other, both in and outside of meetings.* (This is the resource referenced in the [Conflict Resolution Policy Template](/doc/a30d6e10-d87f-487c-a6b4-07e942990596) under "Make agreements about communication norms.") + +Good communication norms create the conditions where hard conversations can actually happen. When everyone knows what to expect from each other, it's easier to navigate tensions without things spiraling. + +## Why write communication norms down? + +Most teams have *unspoken* communication norms. Say someone always answers Slack messages within an hour, and someone else takes two days. Nobody's talked about which one is the expectation, so one person feels ignored and the other feels pressured. + +Unspoken norms create unspoken friction. Writing them down does a few things: + +* Brings out the assumptions people are already operating under (*which often don't match!*) +* Creates a shared reference point when something isn't working +* Takes the personal edge off when you need to address a communication pattern. + +Your norms should come from a real conversation with your whole team. Don't copy a list from the internet and call it done. In a discussion, you'll learn more about your teammates and how they prefer to communicate, and probably identify some assumptions that could bite you down the road. + +## Areas to cover + +You don't have to address every one of these. Pick the ones that are most relevant to your studio and add more over time. + +### Async communication (Slack, Discord, email, etc.) + +This is where most small studios spend the bulk of their communication time, so it's where misunderstandings happen most of the time. Text misses tone, body language, and context. Things that would be fine in person can read as curt or hostile in a message. + +Questions to discuss as a team: + +* What's our expected response time? Is there a difference between channels (general studio channel vs. direct messages vs. time-sensitive requests)? +* What does "urgent" mean for us, and how do we signal it? +* Are there hours when people shouldn't be expected to respond? What about weekends? +* How do we handle a message that comes across badly? +* Do we default to public channels or private messages? When is each appropriate? +* If a conversation is getting heated or complex over text, at what point do we move to a call? + +Some practices that help: + +* Default to shared channels. Private messages create information abysses and can make people feel excluded. Use DMs for personal or sensitive matters, not for studio decisions. +* Be specific about what you need. "FYI, no response needed" vs. "Need a decision by Friday" vs. "Thinking out loud, would love input." This saves everyone the mental work of figuring out what kind of response you're looking for. +* Don't initiate conflict conversations over text. If something feels charged, move to a higher-bandwidth channel (audio, video, or in person). The [Conflict Resolution Policy Template](/doc/a30d6e10-d87f-487c-a6b4-07e942990596) covers this in more detail. + +### Sync communication (meetings, calls, video chats) + +Your [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) covers the mechanics of running meetings. These norms are about the communication culture *within* those meetings and any other real-time conversations. + +Questions to discuss: + +* How do we make sure everyone speaks, not just the people who are fastest processors or most confident? +* What's our agreement about interrupting? (One conversation at a time? Raise a hand? Use a chat queue?) +* How do we handle it when someone is dominating the conversation? +* Is it okay to have cameras off? When? +* How do we handle people who are consistently late? + +Some practices that help: + +* For important topics, go around the room and have everyone share briefly, in turn, so that no one is waiting for a gap that never comes. +* Before a discussion, say whether you're brainstorming, deciding, or just sharing information. +* Leave space… awkward space! A beat or two (or three) of silence after someone finishes gives people who process more slowly (or who are less comfortable fighting for airtime) a chance to contribute. + +### Giving and receiving feedback + +Feedback is where communication norms matter most and where they're most likely to break down. Your conflict resolution policy handles the bigger stuff, but day-to-day feedback - like creative critiques and project check-ins - also benefits from shared norms. + +#### Six principles of helpful feedback + +*adapted from the DAWN cooperative evaluation framework* + + +1. **Descriptive, not evaluative.** Describe what you observed. "You spoke for 10 of the 15 minutes" is different from "you dominated the discussion." Your feedback is your *perspective*, not objective truth. +2. **Specific, not general.** "Your character design work is strong, especially the colour palette choices" is useful. "Good job" is nice but a bit useless. Same goes for critical feedback: Specifics give people something they can actually work with. +3. **Relevant to the receiver's needs.** Think about what would actually be useful for this person to hear, not just what you need to say. You want to meet the receiver where they are. +4. **Timely and in context.** Feedback is most useful close to the event it's about. Saving it up for months and then unloading it all at once can create conflict - and you've just wasted time that could have been spect improving your processes or communication. +5. **Desired by the receiver.** Ask before giving feedback when possible, especially if it's unsolicited. "Can I share an observation about the meeting?" gives someone the chance to consent (or say "not right now"). The receiver needs to be ready to hear it. +6. **Usable and about behaviour.** Focus on things the person can actually change. Feedback about behaviour ("when you interrupted twice during the pitch") is more useful than feedback about character ("you're not a good listener"). + +Learn each other's preferences for receiving feedback. Some people prefer direct and immediate, others need longer processing time. Some want it in writing so they can sit with it. + +### Communication across difference + +People communicate differently based on culture, neurotype, language, personality, and life experience. A communication norm that works for one person might be inaccessible or uncomfortable for another. + +Things to be mindful of: + +* Not everyone processes at the same speed. Build space for both into your meeting practices. +* Directness reads differently across cultures. No one style is "correct." +* Humour is tricky. It can be a great connector, but relying on it as your primary communication tool risks alienating people who aren't neurotypical or don't share your references. Pair humour with sincerity. +* Written communication is harder for some people and easier for others. Offer multiple channels where possible. +* If someone communicates in a way that doesn't match the group's norms, get curious before getting frustrated. Ask about their needs and preferences. + +### When someone goes quiet + +In small studios, someone going silent is one of the most common communication breakdowns and one of the hardest to address. It can mean a lot of things: they're overwhelmed, they're avoiding a conflict, they've checked out of the project, they're dealing with something personal, or they disagree with a direction and don't know how to say it. + +What helps: + +* Set an expectation together about minimum communication frequency. What does "checking in" look like for your studio? +* When someone goes quiet, reach out directly and with curiosity "Hey, I noticed you've been quiet this week, just wanted to check in." +* If someone is consistently disengaging, that's a conversation to have directly (using your conflict resolution process if needed). Don't assume silence is agreement. +* Create on-ramps and deliberate openings for people to re-engage. + + +--- + +## Building your norms + +Talk through the sections above as a team. You don't need to address everything. Start with the areas where you've had friction. Write down whatever you agree on. Keep it short, accessible, and somewhere everyone can find it. And remember that these are living agreements you can revisit and revise as your studio grows and changes. + +Finally, review your norms at least once a year, or whenever you add a new team member. + + +--- + +## Blank template + +Copy everything below and fill it in with your team. + + +--- + +### \[Studio name\] communication norms + +Last reviewed: \[date\] + +Agreed to by: \[names of all members\] + +### Async communication + +Expected response time: \[e.g. within 24 hours on weekdays\] + +How we signal urgency: \[e.g. use @here, DM, specific emoji\] + +Quiet hours: \[e.g. no expectation of response after 7pm or on weekends\] + +Default channel: \[e.g. public studio channel for project-related stuff, DMs for personal matters\] + +When to move to a call: \[e.g. if a text exchange goes back and forth more than 3 times without resolution, or if anything feels emotionally charged\] + +### Meetings + +\[Cross-reference your [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) for structure. Add any communication-specific norms here.\] + +* How we handle interrupting: +* How we make sure everyone speaks: +* Camera expectations: +* Lateness expectations: + +### Feedback + +* How we prefer to give feedback: \[e.g. direct and in the moment, written, scheduled\] +* How we prefer to receive feedback: \[ask each team member to share their preference\] +* Before giving unsolicited feedback, we: \[e.g. ask if the person is open to it\] + +### When someone goes quiet + +* Our minimum communication expectation: \[e.g. check Slack and respond at least twice a week\] +* How we check in: \[e.g. direct, kind message from whoever notices first\] +* When it becomes a concern: \[e.g. after a week of silence, we raise it directly\] + +### Other agreements + +* \ +* \ +* \ + +### Review schedule + +These norms will be reviewed: \[annually / when adding new members / etc.\] + +Next review date: \[date\] + + +\ +> This guide adapts the AORTA Collective's communication practices, the DAWN cooperative evaluation framework's feedback principles, and Gamma Space Cooperative's communication norms. diff --git a/content/wiki/resources--conflict-resolution-policy-template.md b/content/wiki/resources--conflict-resolution-policy-template.md new file mode 100644 index 0000000..2d456a4 --- /dev/null +++ b/content/wiki/resources--conflict-resolution-policy-template.md @@ -0,0 +1,280 @@ +--- +title: Conflict Resolution Policy Template +collection: Resources +path: Resources/Conflict Resolution Policy Template +parentDocument: null +outlineId: a30d6e10-d87f-487c-a6b4-07e942990596 +createdBy: Jennie R.F. +--- +*A customizable policy template for cooperative game studios.* + +Don't wait for a crisis to create your conflict resolution policy! The whole team should talk through this together and collaboratively adapt it. You will have a rich (and possibly enlightening) conversation as a team, and everyone will understand and be able to use this when it is inevitably needed. + +## How to use this template + + +1. The guide section below walks through the thinking behind each part of the policy. +2. The blank template at the bottom is what you'd actually adopt as your studio's working document. Go through the guide together as a team, then fill in the template with your own specifics. + + \ + + +:::tip +**Not every conflict needs a formal process.** + +Sometimes what looks like an interpersonal conflict is actually a gap in your agreements or structure. If you keep having the same kind of friction (who decides creative direction, how fast people respond to messages, who's doing more work), that's a sign you need a policy or a clearer agreement, not a mediation. Build the agreement, and the "conflict" often resolves itself. + +::: + +## Guide + +### Set yourselves up before anything goes wrong + +This can't be overstated: *Don't wait until you're in the middle of a conflict to figure out how you want to handle it.* It's something you must do while everyone is still on good terms. + +#### Make agreements about communication norms + +How do you want to talk to each other when things get hard? What's OK and what's not? These can be simple ideas like: "we don't bring up conflicts over text" or "we don't discuss issues about someone who isn't present." Write 'em down. + +Resource: [Communication Norms Guide](/doc/a3cd4519-be7f-48d7-84b1-b1d0f2d4aa9a) + +#### Know who your third parties are + +If a conflict can't be resolved between the people involved, who do you call? This could be a trusted person outside your studio, a professional mediator, or a peer support. Have at least one or two names and contact details ready before you need them. + +#### Talk through the process together while it's hypothetical + +Think through some possible scenarios where your team might come into conflict: + +* What would happen if two people disagreed about creative direction and couldn't resolve it? +* What if someone felt they were doing more work than others? +* What if someone holds a value or belief that contradicts the group's? + +It can feel a bit demoralizing or sad to think about these scenarios, but being brave about these scary conversations will make the real thing possible to deal with when it comes up. + +### The escalation path + +Your policy should have a clear path from "something feels off" to "we need outside help." The idea is to resolve things at the *lowest possible level of escalation*. + + +:::tip +Not every disagreement needs a formal process. Most can be worked out through conversation. But when they can't, everyone should know what the next step is. + +::: + +You can enter the process at whatever step makes sense for your situation. Not everyone needs to start at step 1. + +#### **Step 1: Reflect** + +Before approaching the other person, take some time to think through what happened. + +* What was the other person's behaviour? How did it affect you? +* What misunderstandings might have occurred? +* What part did you play? +* What do you actually need? + +Use your personal support system (friends, family, a therapist) to help clarify your perspective. This is also a good time to sort out whether this is a disagreement (healthy and very normal in cooperative work!) or something that's crossed into hostility or harm. + +#### **Step 2: Direct conversation** + +When you feel ready, try to work things out directly with the other person. The goal is to reach a mutual understanding. Many of us are socialized to think of disagreements as something to win. But this is antithetical to cooperative work. + +Use behaviourally-specific feedback by describing what you observed and the impact it had on you, instead of guessing at their intentions. + +**Tips:** + +* If emotions are running high, it's okay to pause and come back later. +* Try changing the bandwidth of your communication channel. + * If you've been going back and forth in Slack text, move to a huddle or a video call. Real-time communication with more cues can reduce misunderstanding, but keep in mind that the format needs to be accessible to both parties. + * *Reducing* bandwidth can also be a de-escalation or emotion regulation technique. +* Once you understand each other's experiences, talk about what each of you needs to repair the situation. +* Keep a written record of whatever you agree on. + +If direct resolution stalls because someone can't engage constructively, that's a sign to move to the next step. + +#### **Step 3: Assisted resolution** + +If direct conversation doesn't resolve things, or if the issue is too big or too charged for a one-on-one, bring in a third party to help both people actually hear each other. + +Before mediation, both people should have a chance to share any preferences or concerns about who mediates. The mediator should be someone both parties can trust to be fair, even knowing that no one is truly neutral. (This is why deciding on your third parties before you're in a crisis is so important!) Either party can request an external mediator at any point. + +#### **Step 4: Follow up** + +The work doesn't end when the conversation or mediation ends. Check in with both people afterward. Ask what they need (space from a project, a change in how they collaborate, time). Ask if any specific behaviours or practices came up that they want to work on changing. Set a follow-up check-in for 4 to 8 weeks out to see how things are going and whether the agreements are holding. + +Listen for structural feedback. When people are in conflict, they often identify problems with how the studio works, not just problems with each other. If someone says "this keeps happening because we don't have clear roles," this is a sign you're dealing with structural - not personal - conflict. + +### When direct conversation isn't possible + +We encourage studios to try direct conversation when they can, because it often leads to the most meaningful understanding between people. But direct resolution isn't always accessible or safe. You can skip straight to assisted resolution if: + +* There's a significant power imbalance that makes direct conversation feel unsafe or coerced. +* Past interactions or trauma make direct contact with this person harmful to your wellbeing. +* You've thought it through and genuinely believe direct conversation would only escalate things. +* You need support to communicate what happened but don't know where to begin. + +Have compassion for yourself if you need to skip this step. You're using the process in the way that works for your situation. + +### Talking to teammates about a conflict (without making it worse) + +Before or during a conflict, you'll probably want to talk things through with someone you trust. This is natural and can be really helpful for working through your experience and figuring out what you want to say. But in a small studio where everyone knows everyone, there's a real risk of pulling teammates into the conflict, creating sides, or replacing direct communication with backchannel venting. + +**If you're the one seeking support:** + +* Think about what you actually need. Help clarifying your feelings? That's healthy. Someone to take your side? That can escalate things. +* Tell the person you're approaching that you're looking for support in working something out, not asking them to intervene or take a position. +* Limit who you talk to. Discussing the conflict widely within the studio can damage trust and make resolution harder for everyone. +* Avoid sharing identifying details about the other person if you can reflect on the situation without doing so. + +**If someone comes to you for support:** + + +1. Listen. Your job is to help them think, not to solve the conflict or judge the other person. You are not a mediator or advocate. +2. Encourage them to speak directly to the other party if it is safe for them. If not, or it just feels too difficult, guide them to move to assisted resolution (step 3). +3. Don't relay messages between the parties, or investigate/gather information on someone's behalf. If you're asked to do that, instead try to refer back to this process and consider assisted resolution. +4. SET YOUR OWN BOUNDARY: If you are being pulled into a position that feels uncomfortable, it's okay to say so and step back. + +Some signs that peer support has crossed into something else: repeatedly venting to the same person without taking steps toward resolution, asking someone to gauge the other party's mood or position, or expecting a teammate to validate your perspective without hearing the other person's side. If you notice this pattern, it's a sign to either move toward direct conversation or request assisted resolution. + +### Conflict resolution vs. conduct violations + +Your conflict resolution process is for interpersonal disputes, like disagreements, miscommunications, friction, unmet needs. These are normal in cooperative work and don't necessarily mean anyone has done something wrong. + +Some situations are different. If someone's behaviour crosses into harassment, discrimination, threats, or other conduct that violates your community agreements, that's a conduct violation, not a conflict to be mediated. These situations need a separate, faster process. + +When building your policy, think about where that line is for your studio and define it. What behaviours skip the step-by-step conflict process and go straight to a conduct response? What does that response look like? Not every failure to meet expectations is a violation. Everyone is learning. But serious breaches of safety or trust need a clear, immediate path. + +### Keeping it alive + +Review your policy at least once a year, or after any time you actually use it. + +If you go through a conflict and don't use your policy, ask why. Was it because the situation really didn't warrant it, or was it because using the policy felt too formal, too scary, or too much work? You might need to simplify it so it actually gets used! + +The organizations that handle conflict best aren't the ones where people actually *practice*. Start with the small stuff. If you can't talk about someone always showing up late to meetings, you won't be able to talk about power dynamics or compensation disputes. + +A few other things worth discussing as a team: + +* Your studio should never require anyone to accept an apology or reconcile. Your responsibility is ensuring safety, not enforcing friendship. +* Pushing an apology on someone who wants distance, or recruiting others to relay messages after someone has asked for space, is *pressure*, not repair. +* All members should commit to engaging with this process as part of working together. Refusing to participate when a conflict has been raised isn't neutral. It leaves the other person without a path forward. + + +--- + +## Blank template + +Copy everything below this line and customize it for your studio. + + +--- + +### \[Studio name\] conflict resolution policy + +Last reviewed: \[date\] + +Agreed to by: \[names of all members\] + +### Our values around conflict + +\[Write 2 to 3 sentences about how your studio thinks about conflict. What do you believe about disagreement, accountability, and repair? This should come from a conversation with everyone.\] + +### Communication agreements + +\[List the agreements your studio has made about how you communicate, especially during difficult conversations.\] + +* \ +* \ +* \ + +### Escalation path + +**Step 1: Reflect** + +Before approaching the other person, consider: + +* What specific behaviour am I responding to? +* How did it affect me? +* What misunderstandings might have occurred? +* What's my part in this? +* What do I actually need? + +**Step 2: Direct conversation** + +Who can initiate: \[everyone / specific role / etc.\] + +Expected timeline: \[how soon after noticing an issue should you raise it?\] + +Format: \[in person, video call, etc. Are there formats that are off-limits for conflict conversations?\] + +*If direct conversation isn't possible due to power imbalance, safety concerns, trauma, or other reasons, skip to Step 3. You don't need to justify this decision.* + +**Step 3: Assisted resolution** + +How to request it: \[who do you tell? how?\] + +Our third parties: + +* Name: / Role or relationship: / Contact: +* Name: / Role or relationship: / Contact: + +Expected timeline: \[how soon after a request should mediation be arranged?\] + +Who chooses the mediator: \[both parties agree / designated person selects / etc.\] + +*Either party can request an external mediator at any point.* + +**Step 4: Follow-up** + +Who checks in afterward: \[facilitator / designated person / etc.\] + +Follow-up check-in scheduled: \[how many weeks after mediation?\] + +What gets documented: \[summary of agreements made, action items, check-in date\] + +### Seeking peer support during a conflict + +If you need to talk things through with a teammate: + +* Be clear that you're asking for support, not asking them to take sides or intervene. +* Limit who you talk to within the studio. +* If the person you're talking to feels pulled into an uncomfortable position, respect their boundary. + +If someone comes to you: + +* Listen and help them think. Don't relay messages, investigate, or take sides. +* Encourage them to use the process (direct conversation or assisted resolution). +* It's OK to step back if you need to. + +### Conduct violations + +These situations skip the conflict resolution process: + +\[List behaviours that warrant immediate response: harassment, threats, abuse, discrimination, safety concerns. Name what "immediate action" means in your studio and who is responsible for it.\] + + +:::tip +This section is separate from conflict resolution because conduct violations are not disputes to be mediated. They require a different kind of response. + +::: + +### When resolution isn't reached + +\[Describe what happens if you go through the full process and still can't agree. Options to consider: binding decision by a third party, structured separation of responsibilities, a member exit process. Whatever you choose, write it down.\] + +### Other agreements + +* No one is required to accept an apology or reconcile. Our responsibility is ensuring safety, not enforcing friendship. +* Pushing an apology on someone who has asked for distance, or recruiting others to relay messages, is not part of the repair process. +* All members commit to engaging with this process as part of working together. +* \[Add any other agreements your studio wants to include.\] + +### Review schedule + +This policy will be reviewed: \[annually / after each use / at a specific meeting or retreat\] + +Next review date: \[date\] + + +--- + +==This template draws on the AORTA Collective's conflict resolution framework, Gamma Space Cooperative's conflict resolution policy, Baby Ghosts' conflict resolution policy, and practices from the cooperative and transformative justice movements, adapted for indie game studios.== diff --git a/content/wiki/resources--incorporation-readiness-checklist.md b/content/wiki/resources--incorporation-readiness-checklist.md new file mode 100644 index 0000000..b33f0d2 --- /dev/null +++ b/content/wiki/resources--incorporation-readiness-checklist.md @@ -0,0 +1,45 @@ +--- +title: Incorporation Readiness Checklist +collection: Resources +path: Resources/Incorporation Readiness Checklist +parentDocument: null +outlineId: 6d9f1171-00bd-428d-aec9-8e448c8caa2d +createdBy: Jennie R.F. +--- +:::tip +Before you file, check whether your studio has working agreement on the following. These map directly back to what is covered in [Cooperative Foundations](/collection/b0d3ac0c-8bdd-4227-a638-9cc2ec87d607)! + +::: + + +### Identity and Membership + +* Do you have a stable group of at least 3 people who have tested working together? +* Have you defined who can become a member and what the process looks like? +* Have you discussed a probationary period for new members? +* Have you discussed what happens when someone wants to leave? + +### Governance and Decision-Making + +* Have you chosen a default decision-making model (consensus, voting, hybrid)? +* Do you know which decisions require a full member vote vs. delegation? +* Have you had at least one real conflict and navigated it? +* Do you know whether you want a worker co-op or multi-stakeholder structure? + +### Compensation and Sustainability + +* Have you agreed on a surplus distribution formula? +* Have you discussed what portion of surplus goes to reserves? +* Do you understand why worker-members must be on payroll (T4s, not contractors)? +* Have you discussed the for-profit vs. non-profit decision? + +### Formalization and Pathways + +* Have you discussed what happens to a departing member's shares? +* Have you discussed expulsion processes? +* Have you discussed what happens if the co-op dissolves? +* Have you budgeted for legal costs ($2K-$5K) or identified funding? + + \ + +If most answers are yes: you may be ready. Next step is engaging a co-op developer through CoopZone and applying for the CWCF Technical Assistance Grant. diff --git a/content/wiki/resources--meeting-agenda-template.md b/content/wiki/resources--meeting-agenda-template.md new file mode 100644 index 0000000..d71a0b7 --- /dev/null +++ b/content/wiki/resources--meeting-agenda-template.md @@ -0,0 +1,150 @@ +--- +title: Meeting Agenda Template +collection: Resources +path: Resources/Meeting Agenda Template +parentDocument: null +outlineId: 031b561a-8922-481c-87a9-4d619b9d1102 +createdBy: Jennie R.F. +--- +*A flexible meeting structure for cooperative game studios.* + +Use this as a starting point and adapt it to fit your team. There's no single right way to run a meeting, but having *a* structure beats winging it! + + +--- + +## How it works + +### Rotating roles + +Rotate these every meeting so no one person carries the load (or the power) by default. Keep a simple rotation tracker, like a shared doc, so you're not figuring out roles at the start of every meeting. And note: None of these require experience! + +| Role | What they do | +|------|--------------| +| Facilitator | Keeps the meeting moving, manages the agenda, and makes sure everyone has a real chance to speak. | +| Note-taker | Captures discussion items, who raised what issue, decisions, action items, and anything else the group wants to remember. Shares notes after. | +| Timekeeper | Tracks time for each section and gives gentle warnings. Helps the facilitator keep things on track. | +| Vibes checker (optional) | Pays attention to the room's energy. Notices when people seem checked out, frustrated, or when the conversation needs a pause. | +| Tech lead (optional) | Handles recording (with everyone's consent), screen sharing, Miro boards, etc. | + +It can take some courage to volunteer for a role you've never taken on. Nudge folks who've never facilitated to give it a shot and make sure they know they'll have the full support of everyone in the meeting. You could also have a primary facilitator who's new to the role with a more experienced backup to help them feel confident and fill in any gaps + +### Building your agenda + +Keep a persistent, shared agenda that lives somewhere your whole team can access between meetings: a Slack canvas, a pinned doc, a Notion page, whatever your team already uses. Everyone contributes to this, so the facilitator doesn't need to make it fresh every week. + +Between meetings, anyone can add items they want to raise, along with their name and a rough time estimate for how long they think it needs. Some items will be recurring (standing updates, ongoing projects). Others will come and go as things come up. + +The facilitator's job between meetings is to clean up the agenda: Remove items that were resolved last time, check in on anything that's been sitting there for a while, and make sure the list is ready to go before the next meeting. At the start of the meeting, the facilitator confirms the order with the group and adjusts based on what's time-sensitive. There also may be new items to add at the beginning of the meeting, so leave space in the agenda for that as well. + +For items raised by members that are related to a tension, it's best not to be too strict about time. This person who brought it up should determine when the issue is resolved enough to move on for now. It doesn't need to be fully resolved in one meeting, and the group can make a decision to table it for later. + +### 1-hour meeting flow + +Adjust the timing to fit your team. The structure is more important than the exact minutes. + +#### Check-in (5 to 10 min) + +Go around and hear from everyone. This could be something silly, like a tag yourself meme, or something more reflective, like "What type of weather are you today?" or "What do you need from the meeting today?" The point is to *make sure everyone has spoken* before the real discussion starts. It's like a warm-up - it's much easier to \[pipe up later if you've already opened your mouth once. + +#### Agenda review (2 to 3 min) + +The facilitator walks through the items on the agenda and confirms the order for today. If something can be handled async (in Slack, on a shared doc), move it off the agenda. Protect your synchronous time for things that actually need real-time conversation. + +#### Discussion and working time (35 to 40 min) + +Work through the agenda one conversation at a time. Explicitly identify when you're shifting modes: Are you brainstorming, making a decision, or just sharing information? Watch the air time, and if someone's dominating, the facilitator can say "let's hear from others" without it being weird. (That's their job.) If you're using a decision-making process (consent, consensus, or something else from your governance structure), *name which process you're using before you start discussing the item*. Important: The note-taker captures decisions *during* the meeting, not after. + +#### Action items (5 min) + +The note-taker reads back all decisions and action items (or if everyone is following along in the same document, they can review). Each one should have what needs to happen, who's responsible, and when it's due. The *why* should be reflected in the notes. + +This is also a good time to bring up anything that didn't get covered and decide where it goes - for example, next meeting's agenda, Slack for asynchronous chat, or a working group. + +#### Check-out (5 min) + +Another quick round. One word for how you're leaving the meeting, or one thing you're taking away, or whether anything felt unfinished. Check-outs give the facilitator feedback and give everyone a clean endpoint instead of an awkward "ok, bye" drift. + +### After the meeting + +Note-taker shares notes. Action items get tracked somewhere visible, like a pinned Slack message, a Miro board, or a shared spreadsheet. Wherever works for your team, as long as it's not buried in a doc nobody opens. Next meeting's facilitator is confirmed from the rotation. (You could also build setting the roles for next week into the agenda so that it's done during the meeting.) + +### Making this your own + +After a few meetings, check in: Is the timing working? Are the roles actually rotating? Are decisions getting captured and followed up on? Is everyone speaking, or are some voices consistently quieter? Are we using our meeting time for things that actually need to be synchronous? + + +--- + +## Blank template + +Copy everything below this line into a shared doc and use it for each meeting. + + +--- + +### Meeting: \[date\] + +Attendees: + +Regrets: + +| Role | Person | +|------|--------| +| Facilitator | | +| Note-taker | | +| Timekeeper | | +| *Vibes checker - optional* | | +| *Tech lead - optional* | | + +### Check-in + +Prompt: + + +### Agenda + +| Item | Raised by | Time estimate | Decision-making process (if needed) | +|------|-----------|---------------|-------------------------------------| +| | | | | +| | | | | +| | | | | + +### Discussion notes + +Item 1: + +Item 2: + +Item 3: + +### Decisions made + +| Decision | Who's responsible | Due date | +|----------|-------------------|----------| +| | | | +| | | | + +### Action items + +| Action | Owner | Due / report-back date | +|--------|-------|------------------------| +| | | | +| | | | + +### Still open + +* \ +* \ + +### Check-out + +Prompt: + +### Next meeting + +Date: + +Facilitator: + +Anything to prep: diff --git a/content/wiki/resources--ontario-funding-landscape.md b/content/wiki/resources--ontario-funding-landscape.md new file mode 100644 index 0000000..fc50661 --- /dev/null +++ b/content/wiki/resources--ontario-funding-landscape.md @@ -0,0 +1,264 @@ +--- +title: Ontario Funding Landscape +collection: Resources +path: Resources/Central (Ontario) Hub/Ontario Funding Landscape +parentDocument: Central (Ontario) Hub +outlineId: eba4ff2c-fe24-43dd-be92-bacaffb6e308 +createdBy: Jennie R.F. +--- +This article covers Ontario-specific funding, tax credits, and incentives for cooperative game studios. + + + +:::warning +If you're incorporating as a co-op and want to access any of these programs, one thing matters above all else: incorporate as for-profit. **Non-profits are ineligible for everything in this article!** + +::: + + +* For help deciding which type of co-op to incorporate, see \[\[Co-op types for Ontario game studios\]\] +* For the incorporation process itself, see \[\[How to incorporate a co-op in Ontario\]\] +* For co-op support organizations and communities, see \[\[Ontario co-op resources and support\]\] + +## OIDMTC: The biggie + +The [Ontario Interactive Digital Media Tax Credit](https://ontariocreates.ca/tax-incentives/oidmtc) is the most valuable incentive for Ontario game studios. It's a refundable tax credit of **40%** on eligible Ontario labour expenditures for studios that develop and self-publish their own games (called "non-specified products"), plus up to $100,000 in marketing and distribution expenditures per product. Fee-for-service work earns a 35% credit. There is no annual cap on eligible labour expenditures. + +The credit is administered through [Ontario Creates](https://ontariocreates.ca/) (which issues a certificate of eligibility) and the CRA (which processes the credit on the T2 corporate tax return via Schedule 560). Studios must apply within 18 months of the tax year in which a product was completed. Administration fee is 0.15% of eligible expenditures ($1,000-$10,000). + +Studios can also claim retroactively up to 3 years from the end of the fiscal year. *If you've been developing and didn't know about this, go back and look!* + +### The four streams + +The OIDMTC is not just one program. It is broken up into four "streams" for different types of development scenarios. The stream you fall into determines your credit rate, whether you need a finished product, and whether the 80/25 rule applies. + + +--- + +**Non-specified (own IP, self-published)** is the 40% stream. Requires the 80/25 rule (see below), a completed product, and a revenue stream. + +This is where co-ops developing their own games will fit. If you made the game, own it, and you're selling or licensing it to the public yourself (or through a distributor you chose), and nobody paid you upfront to make itβ€”this is you. The government uses the term "non-specified" to mean it wasn't *made under contract for someone else* + +The game must be completed, and you must have an avenue for generating revenue. (So you can't claim for a game you're giving away entirely for free.) You can *also* claim up to $100,000 in marketing and distribution expenses per product, which none of the other streams allow. + + +--- + +**Specified (fee-for-service)** is at 35%. Requires the 80/25 rule, an arm's-length purchaser, and a completed product. + +If someone else, say a publisher or another studio, contracted or commissioned you to create a game (or part of a game), and *they* (not you) will sell itβ€”this is where you claim this credit. The product must be completed, and you must meet the 80/25 rule. + +If your co-op is doing contract work for other studios while you work on your own game, the contract work goes under specified and your own game goes under non-specified. + + +--- + +**Qualifying digital game corporation** is also 35%. Requires minimum $1M in Ontario labour over 36 months for work doing substantial fee-for-service game development. The product doesn't need to be completed. + +This credit is out of reach for most small co-ops due to the large threshold, but if you do grow to this size, the advantage here is that your game does not need to be completed and the 80/25 rule does not apply. + + +--- + +**Specialized digital game corporation** is 35%. Requires minimum $500K Ontario labour per year, with 80%+ of payroll or 90%+ of revenue from games. This stream requires annual filing. + +This might be your destination, if you're aiming to grow your co-op! + +Most co-op studios starting out will be aiming for the non-specified (own IP) or specified (contract work) streams; remember, you can claim both in the same tax year for different games. + +### The 80/25 rule + +The make-or-break threshold for small studios. + +80% of total development labour must be performed in Ontario. 25% must be paid as wages to employees of the claiming corporation - not contractors. That second requirement matters a lot for co-ops. Worker-members **must be on payroll** receiving T4 slips to count toward the 25% employee test. If a co-op treats its members primarily as independent contractors, it will fail this threshold. + +### Can a co-op claim the OIDMTC? + +Yes, *in principle*. The legislation requires the claimant to be a "Canadian corporation." A co-operative incorporated under the Ontario Co-operative Corporations Act is a legally recognized corporate entity that files T2 returns. The key requirement is that the co-op must not be tax-exempt. A for-profit worker co-op engaged in commercial game development is not tax-exempt and should qualify. + +But no explicit guidance on cooperative corporations appears anywhere in the OIDMTC guidelines. (Sigh.) Studios need to resolve this before their first application. Get written confirmation from Ontario Creates and a tax professional. Don't assume! + +If your studio is structured as a non-profit cooperative, it could be considered tax-exempt, which would disqualify it from the OIDMTC entirely. Again: for-profit incorporation is the prerequisite for everything on this page. + +### Common mistakes + +Incorrect completion dates (must be the date the product is available for sale, not launch date). Submitting separate applications per product instead of one per tax year. Poor product descriptions. Failing the 80/25 rule through excessive out-of-province contracting. Missing the 18-month filing deadline. Start tracking expenditures, timesheets, and contractor agreements from day one of development. Start now!! + +* [Ontario Creates OIDMTC](https://ontariocreates.ca/tax-incentives/oidmtc) +* [OIDMTC guidelines](https://ontariocreates.ca/tax-incentives/oidmtc/oidmtc-guidelines-non-specified) +* [CRA Schedule 560](https://www.canada.ca/en/revenue-agency/services/forms-publications/forms/t2sch560.html) + + +## Stacking credits + +Okay. Don't just pick one credit and stop. Different credits programs cover different types of work, so you can "stack" them and get back a significant portion of your costs. It requires some intentional planning, and ideally, the support of an experienced tax professional. + +### SR&ED + +Studios can claim OIDMTC and [SR&ED](https://www.canada.ca/en/revenue-agency/services/scientific-research-experimental-development-tax-incentive-program.html) (Scientific Research and Experimental Development) credits in the same year, but cannot claim the same labour expenditures under both programs. Allocate experimental R&D work to SR&ED, regular game production work to OIDMTC. + +Experimental R&D means work that addresses "technological uncertainty" through systematic investigation - like custom tools solving longstanding problems. This is not for regular game design, art, animation, sound, UX, and testing. + +SR&ED provides a 35% refundable credit for [Canadian-controlled private corporation](https://www.canada.ca/en/revenue-agency/services/tax/businesses/topics/corporations/type-corporation.html) (CCPC) on the first $6 million in qualifying expenditures. A worker co-op controlled by Canadian individuals would likely qualify as a CCPC, enabling the enhanced rate. Now includes capital expenditures for equipment. + +SR&ED credits are not considered "government assistance" that would reduce OIDMTC eligible expenditures - claiming SR&ED doesn't shrink your OIDMTC. (The reverse isn't true: the OIDMTC is considered government assistance that reduces the SR&ED expenditure base, so do the math carefully. πŸ˜΅β€πŸ’«) + +Studios should also claim the [Ontario Innovation Tax Credit (OITC)](https://www.ontario.ca/document/corporations-tax/ontario-innovation-tax-credit), which provides an additional 10% refundable credit on SR&ED expenditures in Ontario. + +### NRC IRAP + +[NRC IRAP](https://nrc.canada.ca/en/support-technology-innovation/about-nrc-industrial-research-assistance-program) provides non-repayable grants for innovative R&D projects with clear milestones. Unlike SR&ED (which covers broader annual activities), IRAP focuses on specific projects. + +You must be able to cover 20% of wage costs and 50% of contractor costs. You can claim IRAP on a subset of your work, then claim tax credits on everything else. + +**Important:** IRAP requires pre-approval before the project starts. Cannot be claimed retroactively. Not all work qualifies - it needs to be truly innovative, risky R&D. You also need to build a real relationship with your assigned Industrial Technology Advisor. + +### CMF Experimental Stream + +The [Canada Media Fund Experimental Stream](https://cmf-fmc.ca/program/experimental-stream/) offers development funding up to $15,000, production funding up to $250,000, and marketing funding up to $30,000. Use CMF for production costs (voice acting, music licensing, marketing, equipment rental) while OIDMTC/SR&ED cover internal labour. + +Applicants must have Canadian ownership, control, and key personnel; the project must be innovative and experimental with cultural or educational value; and you need a public distribution plan with a digital distributor and a detailed project plan and budget. + +### Putting it together + +A small co-op studio with $300,000 in Ontario labour could split $100K to SR&ED and $200K to OIDMTC, yielding combined credits of approximately $115,000 - an effective return of 38.3%. Layer IRAP on a specific innovative project within that. Use CMF for non-labour production costs. These programs aren't redundant; they cover different slices of the same work. + + +## Ontario Creates funding programs + +As of January 2025, the former Interactive Digital Media (IDM) Fund was replaced by the [IP Fund (Intellectual Property Fund)](https://ontariocreates.ca/investment-programs/content-creation/intellectual-property-fund/interactive-content-stream), which merges the old Film Fund and IDM Fund into a single program. + +### Futures Forward: the entry point + +[Futures Forward](https://ontariocreates.ca/our-sectors/interactive/interactive-digital-media-fund/ontario-creates-idm-fund-futures) is where many new studios start. Up to $20,000 (or 75% of eligible costs) as a non-repayable grant, co-funded by CMF and Ontario Creates. Designed for for-profit companies that don't yet meet IP Fund requirements, like studios led by people with fewer than three years of professional IDM experience. + +You must complete an approved training workshop before applying. These are delivered through [Interactive Ontario](https://interactiveontario.com/), [Hand Eye Society](https://handeyesociety.com/), or other partners. Hand Eye Society's Futures Forward business training program (now in its 8th year) requires a $20/month HES membership and a $100 refundable deposit. + +The deadline typically falls in late fall. + +A for-profit cooperative corporation should qualify, but confirm with Ontario Creates ([ipfund@ontariocreates.ca](mailto:ipfund@ontariocreates.ca)) before applying. + +### IP Fund - Interactive Content Stream + +The main production funding. Pre-production grants range from $15,000 to $50,000; production grants from $50,000 up to $250,000-$500,000 depending on track record. The fund acts as "last-in" participant, meaning all other financing must be committed at time of application. You need at least one owner or employee with minimum 3 years of IDM experience, must own at least 51% of the copyright, and must spend at least 75% of the budget on Ontario expenses. + +Next deadlines: **April 13, 2026** and **September 14, 2026**. + +### Global Market Development + +Up to $15,000 (50% of costs) for international market development - trade shows like GDC, Gamescom, Tokyo Game Show. Requires released products. More relevant once your game is for sale. + +### Industry Development Program + +The [IDP](https://ontariocreates.ca/investment-programs/industry-development/industry-development-program) funds incorporated not-for-profit trade and event organizations, not individual studios. Organizations (like Baby Ghosts!) use it to fund sector-wide programming. + +### The on-ramp + +The practical path for a new co-op studio: + + +1. complete Futures Forward training +2. apply for the Futures Forward grant ($20K) +3. build a prototype +4. apply for IP Fund Pre-Production ($15K-$50K) +5. progress to IP Fund Production ($50K-$500K) +6. access Global Market Development for export + +Claim OIDMTC throughout!! + + +[IP Fund Interactive Content Stream](https://ontariocreates.ca/investment-programs/content-creation/intellectual-property-fund/interactive-content-stream) β€’ [Futures Forward](https://ontariocreates.ca/our-sectors/interactive/interactive-digital-media-fund/ontario-creates-idm-fund-futures) β€’ [Program Policies](https://ontariocreates.ca/program-policies) + + +## Arts council funding + +### Ontario Arts Council + +OAC funds individual artists and arts organizations. Less directly relevant to incorporated game studios, but individual creators doing interactive or media arts work should look at their programs. + +### Toronto Arts Council + +TAC's [Media Artists Program: Creation](https://torontoartscouncil.org/grants/media-artists-program-creation/) grants go up to $15,000 for individual media artists, and the eligible categories include electronic games, virtual and augmented reality, and new media artworks. The [Visual/Media Arts Projects](https://torontoartscouncil.org/grants/visual-media-arts-projects-presentation/) grants provide up to $15,000 for non-profit organizations and collectives. An Accessibility Grant Add-on provides an additional $5,000 for projects involving Deaf or disabled artists. + + +## Co-op-specific funding + +The co-op sector has its own funding tools that layer on top of everything above. The three most relevant to a game studio in its first few years: + +[CWCF Technical Assistance Grants](https://canadianworker.coop/funding/tenacity-works-fund/) cover up to $4,000 for hiring co-op developers, lawyers, and consultants during startup. This is the single most important tool for offsetting incorporation costs. + +The [Tenacity Works Loan Fund](https://canadianworker.coop/funding/tenacity-works-fund/) provides $15,000-$50,000 in 5-year term loans for worker co-ops that need startup or growth financing. + +The [Common Good Capital Program](https://canadianworker.coop/join/member-benefits/) lets co-op members place membership shares in self-directed RRSPs and TFSAs, creating a personal tax advantage while capitalizing the co-op. + +For growth-stage co-ops, the [Canadian Co-operative Investment Fund](https://ccif.coop/) provides $50,000 to $1.25 million in loans, equity, and quasi-equity. There is a $1,000 application fee to cover their due diligence process. + +For the full picture of co-op support organizations, development resources, and game-studio-specific communities, see \[\[Ontario co-op resources and support\]\]. + + +## The GTA ecosystem + +Toronto has a lot of organizations and programs relevant to game studios, and they overlap in useful ways. + +* [Interactive Ontario](https://interactiveontario.com/) is the industry association for Ontario's IDM sector. They offer a members-only funding database, the Indie Superboost program, the Torchbearer Program for early-stage companies, the Black Talent Pipeline, and partnership delivery of Futures Forward training. +* [Hand Eye Society](https://handeyesociety.com/) runs the annual Super FESTival indie game festival and delivers the Futures Forward business training that feeds directly into Ontario Creates IP Fund eligibility. +* [Dirty Rectangles](https://dirty-rectangles.com/) runs monthly show-and-tell style meetups in the Junction. +* [Toronto Games Week](https://torontogamesweek.com/) is a collective coordination of events organized independently by dozens of organizations, curators, companies, creators, and communities every year in June. +* The City of Toronto offers [Creative Industries Funding](https://www.toronto.ca/business-economy/business-operation-growth/business-incentives/creative-industries-funding-creative-technology/) including Sector Development Grants of $2,500-$15,000 for capacity-building and business development, open to both non-profits and for-profit businesses. In June 2025, Toronto proclaimed June as Video Game Month. Toronto also holds UNESCO Creative City of Media Arts designation. +* [IGDA Toronto](https://igda.org/chapters/on-toronto/) has an active Discord and regular networking events. The annual [XP Game Summit](https://xpgamesummit.com/) is Canada's main B2B game conference, with indie pitch competitions and publisher matchmaking. + + +## The co-op tax advantage + +Under Section 135 of the Income Tax Act, cooperatives may deduct patronage dividends paid to members from taxable income. For a worker co-op that distributes its surplus to members based on hours worked, this can reduce corporate-level taxation to near zero. Members then report patronage dividends as personal income. + +Combined with the [Ontario Small Business Deduction](https://www.canada.ca/en/revenue-agency/services/tax/businesses/topics/corporations/provincial-territorial-corporation-tax/ontario-provincial-corporation-tax/ontario-small-business-deduction.html), effective taxation for co-op game studios can be very low. Patronage dividends are not subject to CPP or EI payroll deductions - they're treated more like dividends than wages. + +There are no Ontario-specific tax exemptions exclusively for cooperatives. The patronage dividend deduction is a federal mechanism. What Ontario offers co-ops is the OIDMTC's ✨generosity✨ and the general business environment, not co-op-specific tax treatment. + +One minor Ontario-specific quirk: The province does not implement the federal investment income restriction on the provincial business limit, meaning a co-op with some investment income retains its full Ontario Small Business Deduction. + + +## What Ontario co-ops should actually do! + +Most of this should happen before or during your first year of development. + +### #1 - Incorporate as *for-profit* under the [Co-operative Corporations Act](https://www.ontario.ca/page/start-dissolve-and-change-co-operative-corporation) + +This is the prerequisite for everything else on this page. Non-profit co-ops are locked out of the OIDMTC, Ontario Creates funding, and most of the incentives described here. + +### #2 Put worker-members on payroll + +They must be employees receiving T4 slips, not independent contractors. Essential for the OIDMTC's 25% employee test. Structure worker-members as both employees (in their capacity as workers) and owners (in their capacity as members). That dual-status approach satisfies the ESA, WSIB, CRA, and the OIDMTC. + +### #3 Track every expense from day one + +Timesheets, contractor agreements, receipts, labour allocation. You cannot claim credits retroactively without documentation. Start now! + +### #4 Separate SR&ED-eligible experimental work + +If any of your development involves real technological uncertainty - custom tools, techniques that don't have known solutions - document it separately from the start. You'll need this separation to stack credits properly. + +### #5 Contact Ontario Creates early + +Confirm your eligibility *well before* applying for anything. Email [ipfund@ontariocreates.ca](mailto:ipfund@ontariocreates.ca) and don't forget to ask specifically about cooperative corporations. + +### #6 Do Futures Forward training + +If anyone on your team has fewer than 3 years of IDM experience, this unlocks Ontario Creates funding and is free through Hand Eye Society. + +### #7 Join the OCA and CWCF + +OCA for Ontario-specific co-op support and the CCA guide; CWCF for Technical Assistance Grants, the Tenacity Works loan fund, and the Common Good Capital Program. + +### #8 Register for WSIB + +Mandatory once worker-members are on payroll. Executive officers (president, secretary, treasurer) are exempt from premiums but can apply for optional coverage. + +### #9 Bank with a credit union + +Try FirstOntario's CreativeArts division, Alterna Savings, Meridian, or DUCA. The big banks will be confused by your share structure. + +### #10 Get a tax professional who understands both co-ops and the OIDMTC + +Not optional! The intersection of cooperative tax treatment and digital media credits is niche, and mistakes are expensive. Ask Baby Ghosts, CWCF, or OCA for referrals. diff --git a/content/wiki/resources--running-anti-oppressive-meetings.md b/content/wiki/resources--running-anti-oppressive-meetings.md new file mode 100644 index 0000000..2d04e14 --- /dev/null +++ b/content/wiki/resources--running-anti-oppressive-meetings.md @@ -0,0 +1,157 @@ +--- +title: Running Anti-Oppressive Meetings +collection: Resources +path: Resources/Running Anti-Oppressive Meetings +parentDocument: null +outlineId: a5d6182a-3b31-4e20-bee9-4b035b9943bd +createdBy: Jennie R.F. +--- +*A guide for making your meetings more inclusive, democratic, and actually useful.* + +Even teams that share values like cooperation, equity, and shared power can run meetings that inadvertently shut people out and impose informal hierarchy. You need practices that actively work against the factors that make meetings exclusionary. + +This guide is something your studio can read together, discuss, and pull from over time. Don't try to implement everything all at once. + +## Why meetings need intentional structure + +Meetings without intentional structure *default to the patterns people already know*. In practice, this means the most comfortable speakers dominate and people who need more processing time or who communicate differently get left behind. + +This happens through group dynamics of power, privilege, and oppression that marginalize women, people of colour, queer, trans and gender non-conforming folks, people with disabilities, and those without the cultural cues and financial resources that come with class privilege. *These dynamics don't stop at the door of your studio just because you care about equity.* + +Let's talk about how to create structures that interrupt default (oppressive) meeting practices! + +## Containers: the things that hold your meeting together + +AORTA calls things like community agreements, agendas, decision-making processes, and visible note-taking "containers." They're the structures that keep the group focused, on track, on the same page, and offer direction when things get sticky or tense. + + +:::tip +The more intentional your containers are, the less your meetings depend on any one person's energy or authority to function. It's a little bit of a cheat code. + +::: + +### Community agreements + +Community agreements define how your group wants to be together. They're shared expectations that come from the group itself. For them to be meaningful, everyone needs to be part of creating them. + +**Some agreements to consider** (adapted from AORTA's Spring 2014 Resource Zine): + +* **One diva, one mic.** One person speaks at a time. Leave lots of space between speakers. +* **No one knows everything, together we know a lot.** Practice humility. We all have something to learn from everyone in the room. We also have a responsibility to share what we know. +* **Move up, move up.** If you tend to not speak a lot, move up into a role of speaking more. If you tend to speak a lot, move up into a role of listening more. *(Saying "move" instead of "step" recognizes that not everyone can step.)* +* **We can't be articulate all the time.** People feel hesitant to participate for fear of "messing up" or stumbling over their words. Make it clear that everyone should feel comfortable participating, even if they can't be as articulate as they'd like (brain isn't braining). +* **Be aware of time.** Respect everyone's time and commitment. Come back on time from breaks. Refrain from long monologues. +* **Be curious.** We make better decisions when we approach problems and challenges with questions ("What if we...?") and curiosity. Allow space for play and creative thinking. + +"Assume best intentions" and "default to trust" are common community agreements, but they can be impossible to uphold when someone is feeling untrusting or unsafe, especially when people have been harmed by sexism, racism, homophobia, transphobia, or classism. Having an agreement telling people to trust doesn't build trust. Instead, try agreements that capture the *spirit* of what you're after, like: "be generous with each other" or "this is a space for learning." + +Your studio should build its own agreements. The ones above are starting points, not a template to adopt wholesale. And revisit them over time. + +### Agendas and decision-making + +A visible agenda that everyone has input on is one of the simplest tools for making meetings more democratic. When people can see what's being discussed and how decisions will be made, *power is distributed rather than assumed*. Two things matter most from an anti-oppression lens: + + +1. Label each agenda item with its expected action (decision, discussion, brainstorm, update) +2. Name your decision-making framework before each decision point, not after + +*Resource: Your* [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) *covers agenda setup, meeting flow, and roles in detail.* + + +--- + +## Facilitation as a practice + +Facilitation is not the same as leading. The facilitator's job is to make sure the collective is empowered as a whole: + +* Make sure *everyone* gets to participate +* Work to prevent or interrupt attempts (conscious or unconscious) by individuals or subgroups to overpower the group +* Keep an eye out for social power dynamics. Point out discrepancies in who is talking and whose voices are being heard. +* Help the group come to decisions that are best for the group, not just one person's preference. +* Make sure the group follows its own agreed-upon process. + +Facilitation also means keeping an eye on time, keeping the conversation on topic, summarizing discussion to note areas of agreement, and making process suggestions when the group gets stuck. + +Facilitation should rotate along with other meeting roles. When the same person always facilitates, they accumulate informal power over the meeting even if they don't mean to. Rotating builds the skill across the whole team. + +The [Meeting Agenda Template](/doc/031b561a-8922-481c-87a9-4d619b9d1102) includes a full roles table (facilitator, note-taker, timekeeper, vibes checker, tech lead) with descriptions for each. + +## Tools for shifting energy and inviting participation + +These are simple techniques (from AORTA) that can change the feel of a meeting and invite more introverted or silenced participants to contribute. + + +1. **Start with check-ins.** Even something as simple as "three adjectives to describe how you're feeling" gives you a read on where people are when they walk in. It also means everyone has spoken before the discussion starts, which lowers the barrier to participating later. +2. **Build in quiet time.** A couple minutes of journaling or thinking before launching into group discussion gives people who process internally a chance to form their thoughts. You'll get richer contributions. +3. **Use pairs or small groups.** Starting a topic in pairs or threes before coming back to the whole group often produces deeper, more creative ideas. It also means quieter people have already talked through their thinking. +4. **Go-arounds.** Have everyone share briefly, in turn. People can always pass. +5. **Straw polls.** A quick show of hands gives the facilitator a read on where the group is without a long discussion. It also brings out disagreement that might otherwise stay hidden. +6. **Get physical (where possible).** If you're in person, have people move: stand in different areas of the room to show where they are on an issue, use sticky notes on a board, switch seats after a break. Bodies in motion changes the energy. + + +--- + +## Red flags and group dynamics + +These are dynamics that, if left unaddressed, will undermine your meetings over time. The facilitator and vibes checker should both be watching for these: + +* Unnamed or unchallenged power dynamics. Who is *actually* influencing decisions? +* People interrupting each other or the facilitator. +* People repeating or restating what others have already said when done as a way to claim the idea. +* Tone and body language: do people look checked out, bored, upset, or angry? If so, check in with the group or with individuals quietly. +* One or two people monopolizing the conversation. +* Someone bringing a fully-formed proposal and expecting the group to decide on it immediately, without brainstorming or feedback. +* Back-and-forth between two people that excludes the rest of the group. + +AORTA identifies common roles people take on in meetings, some that help the group and some that don't. These are patterns anyone can fall into. Naming them as group patterns rather than individual failings makes it easier to address them. + +* Roles that help: + * task focusing + * information sharing and clarifying + * elaborating and summarizing + * decision focusing + * encouraging + * feeling expressing + * process commenting +* Roles that can harm: + * agreeing uncritically to gain favour or avoid discussion + * fighting aggressively for your position + * domineering and seeking recognition + * blocking decisions by nitpicking + * cynicism and pessimism + * drifting and checking out + * personalizing every issue + +*For full descriptions of each role, see the AORTA Resource Zine.* + + +--- + +## When things go wrong + +Some techniques for when discussion stalls, the group can't move forward, or dynamics are going sideways (from AORTA): + +* Check the agenda. Have you switched into "decide" mode when the expected action was "feedback"? Sometimes the process is the problem, not the content. +* Take a break. Let small groups work out a proposal based on what they've heard. +* Ask questions rather than jumping to concerns. Questions invite reasoning; concerns invite defensiveness. +* When people voice concerns, ask what would need to be true to meet them. Shift from "no" to "what would yes look like?" +* Listen for agreement and name it, no matter how small. +* Synthesize rather than summarize. Distill the core of what someone said and the values underneath it, rather than repeating their words back. +* Break big decisions into smaller pieces. +* Don't let two people dominate. Ask for input from others. +* If you need a break, take one. When the facilitator needs a break, everyone does. + + +--- + +## Further reading + +* AORTA Resource Zine (Spring 2014), "Anti-Oppressive Meeting Facilitation" +* Seeds for Change: [Facilitating Meetings](https://www.seedsforchange.org.uk/facilitationmeeting) +* Seeds for Change: [Consensus Decision Making](https://www.seedsforchange.org.uk/consensus) +* Sam Kaner, *Facilitators Guide to Participatory Decision Making* +* Dave Gray, *Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers* + + +\ +==This guide draws primarily on the AORTA Collective's Resource Zine and conflict resolution materials, with additional practices from Seeds for Change and Baby Ghosts' own materials, adapted here.== diff --git a/content/wiki/vault-archive--accountability-responsibility.md b/content/wiki/vault-archive--accountability-responsibility.md index 19a9168..4511f10 100644 --- a/content/wiki/vault-archive--accountability-responsibility.md +++ b/content/wiki/vault-archive--accountability-responsibility.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Accountability & Responsibility parentDocument: null outlineId: 4b28da50-5760-4649-9e7b-a0f220b52059 -updatedAt: '2026-03-09T16:30:33.979Z' createdBy: Jennie R.F. --- *A cohort discussion facilitated by* @[Henry Faber](mention://e5cf6913-a0e1-4126-9844-ff388fd3d37b/user/0f9c4c8c-a25a-4ec9-b198-c95546c571d5) diff --git a/content/wiki/vault-archive--actionable-steam-metrics.md b/content/wiki/vault-archive--actionable-steam-metrics.md index aba4f55..92ac1b2 100644 --- a/content/wiki/vault-archive--actionable-steam-metrics.md +++ b/content/wiki/vault-archive--actionable-steam-metrics.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Actionable Steam Metrics parentDocument: null outlineId: fc5930fd-64b1-4771-9fb7-681828b23be0 -updatedAt: '2026-03-09T16:30:49.655Z' createdBy: Jennie R.F. --- # Actionable Steam metrics diff --git a/content/wiki/vault-archive--actionable-values.md b/content/wiki/vault-archive--actionable-values.md index c762196..17a52fd 100644 --- a/content/wiki/vault-archive--actionable-values.md +++ b/content/wiki/vault-archive--actionable-values.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Actionable Values parentDocument: null outlineId: c0d1b387-2eb5-431f-a709-8fe40449ec0d -updatedAt: '2026-03-09T16:30:43.741Z' createdBy: Jennie R.F. --- # Actionable Values diff --git a/content/wiki/vault-archive--business-planning.md b/content/wiki/vault-archive--business-planning.md index b11f791..87a5f42 100644 --- a/content/wiki/vault-archive--business-planning.md +++ b/content/wiki/vault-archive--business-planning.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Business Planning parentDocument: null outlineId: 74c28b8b-1d17-42a7-9201-6edd2c869816 -updatedAt: '2026-03-09T16:30:51.272Z' createdBy: Jennie R.F. --- # Business planning for impact diff --git a/content/wiki/vault-archive--canada-council-funding.md b/content/wiki/vault-archive--canada-council-funding.md index 40b92d4..d6f3708 100644 --- a/content/wiki/vault-archive--canada-council-funding.md +++ b/content/wiki/vault-archive--canada-council-funding.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Canada Council Funding parentDocument: null outlineId: a26fb944-2e29-4807-b0fb-ce3a129417ab -updatedAt: '2026-03-09T16:30:52.926Z' createdBy: Jennie R.F. --- # Fund your game with Canada Council diff --git a/content/wiki/vault-archive--cmf-quick-tips.md b/content/wiki/vault-archive--cmf-quick-tips.md index a324792..c7fb27e 100644 --- a/content/wiki/vault-archive--cmf-quick-tips.md +++ b/content/wiki/vault-archive--cmf-quick-tips.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/CMF Quick Tips parentDocument: null outlineId: f1746305-b496-44a0-8b21-4ba8b134566b -updatedAt: '2026-03-09T16:30:54.442Z' createdBy: Jennie R.F. --- # CMF Application Tips & Info diff --git a/content/wiki/vault-archive--co-op-structure.md b/content/wiki/vault-archive--co-op-structure.md index b34c79f..f4fe367 100644 --- a/content/wiki/vault-archive--co-op-structure.md +++ b/content/wiki/vault-archive--co-op-structure.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Co-op Structure parentDocument: null outlineId: 61ee592c-4496-4931-9fae-3c5a146915de -updatedAt: '2026-03-09T16:30:41.720Z' createdBy: Jennie R.F. --- # Co-op Structure and Value Flow diff --git a/content/wiki/vault-archive--decisions-and-conflict.md b/content/wiki/vault-archive--decisions-and-conflict.md index 00aa339..811c252 100644 --- a/content/wiki/vault-archive--decisions-and-conflict.md +++ b/content/wiki/vault-archive--decisions-and-conflict.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Decisions and Conflict parentDocument: null outlineId: 9e296af5-6a96-4c71-b81c-ad5f22862a91 -updatedAt: '2026-03-09T16:30:40.043Z' createdBy: Jennie R.F. --- # Decisions, Conflict, and Prioritization diff --git a/content/wiki/vault-archive--expo-tips.md b/content/wiki/vault-archive--expo-tips.md index f73f9cb..9b5288a 100644 --- a/content/wiki/vault-archive--expo-tips.md +++ b/content/wiki/vault-archive--expo-tips.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Expo Tips parentDocument: null outlineId: 7c188785-66cf-415e-861d-2a267d732890 -updatedAt: '2026-03-09T16:30:55.955Z' createdBy: Jennie R.F. --- # Rocket Adrift Tips for In-Person Expositions diff --git a/content/wiki/vault-archive--financial-modelling.md b/content/wiki/vault-archive--financial-modelling.md index 8ab7742..4a2941a 100644 --- a/content/wiki/vault-archive--financial-modelling.md +++ b/content/wiki/vault-archive--financial-modelling.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Financial modelling parentDocument: null outlineId: 06990e9a-120e-4944-9899-f76ddbcbe92a -updatedAt: '2026-03-09T16:30:57.425Z' createdBy: Jennie R.F. --- # Navigating Capital diff --git a/content/wiki/vault-archive--game-discovery-toolkit.md b/content/wiki/vault-archive--game-discovery-toolkit.md index cf29538..aacc673 100644 --- a/content/wiki/vault-archive--game-discovery-toolkit.md +++ b/content/wiki/vault-archive--game-discovery-toolkit.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Game Discovery Toolkit parentDocument: null outlineId: d677f658-ce68-4384-b988-5454aa7caae7 -updatedAt: '2026-03-09T16:30:59.343Z' createdBy: Jennie R.F. --- # Summary: The Complete Game Discovery Toolkit diff --git a/content/wiki/vault-archive--impact-measurement.md b/content/wiki/vault-archive--impact-measurement.md index b95b2f3..1140afb 100644 --- a/content/wiki/vault-archive--impact-measurement.md +++ b/content/wiki/vault-archive--impact-measurement.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Impact Measurement parentDocument: null outlineId: bb38d941-cfac-4255-b279-65fc3c03c7da -updatedAt: '2026-03-09T16:31:40.122Z' createdBy: Jennie R.F. --- # Developing your impact measurement framework diff --git a/content/wiki/vault-archive--market-analysis.md b/content/wiki/vault-archive--market-analysis.md index c0cdcd0..8ddefa3 100644 --- a/content/wiki/vault-archive--market-analysis.md +++ b/content/wiki/vault-archive--market-analysis.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Market Analysis parentDocument: null outlineId: b920b385-ea72-4ea3-ae97-794a54cb1881 -updatedAt: '2026-03-09T16:31:00.995Z' createdBy: Jennie R.F. --- # Market Analysis diff --git a/content/wiki/vault-archive--pitching-to-publishers.md b/content/wiki/vault-archive--pitching-to-publishers.md index e6d0484..34a2843 100644 --- a/content/wiki/vault-archive--pitching-to-publishers.md +++ b/content/wiki/vault-archive--pitching-to-publishers.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Pitching to Publishers parentDocument: null outlineId: 6ae36b62-0f9c-4363-aff0-f4a5c9756e9f -updatedAt: '2026-03-09T16:31:02.443Z' createdBy: Jennie R.F. --- # Pitching to Publishers diff --git a/content/wiki/vault-archive--process-development.md b/content/wiki/vault-archive--process-development.md index b6a7500..0f69fb3 100644 --- a/content/wiki/vault-archive--process-development.md +++ b/content/wiki/vault-archive--process-development.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Process Development parentDocument: null outlineId: 05d75e6b-a613-4b74-b564-61bbd395916b -updatedAt: '2026-03-09T16:30:38.236Z' createdBy: Jennie R.F. --- # Collaboration, Process Development and Tools diff --git a/content/wiki/vault-archive--publisher-contract-review.md b/content/wiki/vault-archive--publisher-contract-review.md index 6ee9678..36d41c4 100644 --- a/content/wiki/vault-archive--publisher-contract-review.md +++ b/content/wiki/vault-archive--publisher-contract-review.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Publisher Contract Review parentDocument: null outlineId: a30f5d72-cedb-4d5f-a76f-ae477482efda -updatedAt: '2026-03-09T16:31:02.995Z' createdBy: Jennie R.F. --- # Whitethorn Games Contract Review diff --git a/content/wiki/vault-archive--results-flow.md b/content/wiki/vault-archive--results-flow.md index 59ae476..61e67d8 100644 --- a/content/wiki/vault-archive--results-flow.md +++ b/content/wiki/vault-archive--results-flow.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Results Flow parentDocument: null outlineId: 63517541-9fbe-462a-82b7-2320bb1215e5 -updatedAt: '2026-03-09T16:31:37.795Z' createdBy: Jennie R.F. --- ## Creating a results flow for an indie game studio diff --git a/content/wiki/vault-archive--self-assessment.md b/content/wiki/vault-archive--self-assessment.md index b80fa28..f001461 100644 --- a/content/wiki/vault-archive--self-assessment.md +++ b/content/wiki/vault-archive--self-assessment.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Self-Assessment parentDocument: null outlineId: 9fd5d3da-5c29-41bf-9e63-3a119d10a959 -updatedAt: '2026-03-09T16:31:28.571Z' createdBy: Jennie R.F. --- [Self-Assessment Document](https://docs.google.com/document/d/15og3YqFdMO3o3zr-fbYgwPHgbQnevbxZ7SVCcbjRhc8/edit?usp=drive_link) - go to the File menu and select *Make a Copy*. diff --git a/content/wiki/vault-archive--stages-of-coop-development.md b/content/wiki/vault-archive--stages-of-coop-development.md index bf27012..6683b49 100644 --- a/content/wiki/vault-archive--stages-of-coop-development.md +++ b/content/wiki/vault-archive--stages-of-coop-development.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Stages of Coop Development parentDocument: null outlineId: 5b97da75-ccb3-4951-89a7-c7649fe03a4b -updatedAt: '2026-03-09T16:31:20.659Z' createdBy: Jennie R.F. --- # Stages of Cooperative Development diff --git a/content/wiki/vault-archive--structures-for-impact.md b/content/wiki/vault-archive--structures-for-impact.md index 103e8f9..9e1d3ef 100644 --- a/content/wiki/vault-archive--structures-for-impact.md +++ b/content/wiki/vault-archive--structures-for-impact.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Structures for Impact parentDocument: null outlineId: f63f29ef-7e41-4eb7-9238-140030db2caa -updatedAt: '2026-03-09T16:31:04.212Z' createdBy: Jennie R.F. --- # Choosing an impactful business structure diff --git a/content/wiki/vault-archive--telling-your-story.md b/content/wiki/vault-archive--telling-your-story.md index 267dda2..4e7c007 100644 --- a/content/wiki/vault-archive--telling-your-story.md +++ b/content/wiki/vault-archive--telling-your-story.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/Telling Your Story parentDocument: null outlineId: 2e2c01bf-f6b8-4d03-8a44-835893d884bd -updatedAt: '2026-03-09T16:30:35.971Z' createdBy: Jennie R.F. --- # Telling Your Story diff --git a/content/wiki/vault-archive--tiktok-meeting-notes.md b/content/wiki/vault-archive--tiktok-meeting-notes.md index dba1762..c40e27f 100644 --- a/content/wiki/vault-archive--tiktok-meeting-notes.md +++ b/content/wiki/vault-archive--tiktok-meeting-notes.md @@ -4,7 +4,6 @@ collection: Vault Archive path: Vault Archive/TikTok Meeting Notes parentDocument: null outlineId: 39fd382a-f253-467e-8174-869afabc2860 -updatedAt: '2026-03-09T16:31:05.466Z' createdBy: Jennie R.F. --- # TikTok Marketing Meeting: July 3, 2023